Skala wykorzystania narzędzi controllingu strategicznego w przedsiębiorstwach działających w Polsce

Nesterak, Janusz

doi:10.18559/soep.2016.2.10

Cited by 3 publications

(3 citation statements)

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“…Pocztowski and Purgał--Popiela, 2004, pp. [178][179][180][181][182][183][184][185][186][187][188][189], on the benefits that it yields and the function that it fulfils (cf. Foremna-Pilarska, 2017, p. 146; Zając, 2008, p. 113).…”

Section: Personnel Controllingmentioning

confidence: 99%

Shaping Employee Experience in the Changing Social and Organisational Conditions

2022

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How to cite this chapter: Molek-Winiarska, D., and Pelc, A. (2022). Types of well-being interventions in reducing work-related stress during the pandemic. In D. Molek-Winiarska (Ed.), Shaping employee experience in the changing social and organisational conditions (pp. 9-17). Wroclaw: Publishing House of Wroclaw University of Economics and Business. Work-related stress and well-beingWork-related stress is defined in the scientific literature and by international institutions as a psychological state which occurs when the demands of the job do not match (in quality) or exceed (in quantity) workers' resources or when the knowledge or skills of an individual are not adequate to meet the expectations of the organisation or its culture (Cox, 1993;Dewe and Cooper, 2020;Fink, 2016;WHO, 2020). In the past two years, the vast majority of reports and papers reported a huge increase in work-related stress due to enormous organisational, social, and national environmental changes (cf. Becker, Belkin, Tuskey, and Conroy, 2022;Craven, Staples, and Wilson, 2022;Escudero-Castillo, Mato-Díaz, and Rodriguez-Alvarez, 2021). Work-related stress causes enormous costs in terms of human health and impaired economic performance, including high rates of absence, staff turnover, work accidents and other psychosocial impacts on performance (EU-OSHA, 2020;

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Section: Personnel Controllingmentioning

confidence: 99%

Shaping Employee Experience in the Changing Social and Organisational Conditions

2022

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“…This criterion may be time, objectives, type of controlling or information needs of people within the unit. The constantly changing environment and the need to adapt thereto result in the catalogue of strategic controlling tools not being a closed catalogue; new tools emerge, which are to better support the controlling department [2,10]. Operational controlling tools, by definition, serve different purposes -for example, due to their implementation time or due to their application -than strategic controlling tools.…”

Section: Strategic and Operational Controllingmentioning

confidence: 99%

Operational and Strategic Controlling Tools in Microenterprises – Case Study

Konsek-Ciechońska

2017

Management Systems in Production Engineering

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Abstract:Globalisation and increasing requirements of the environment cause the executives and supervisors to search for more and more perfect solutions, allowing them to streamline and improve the effectiveness of company operations. One of such tools, used more and more often, is controlling, the role of which has substantially increased in the recent years. It is already implemented not only in large companies with foreign capital, but also in increasingly smaller entities, which begin to notice the positive effects of the implications of the principles and tools of controlling -both operational and strategic. The purpose of the article is to demonstrate the practical side of controlling tools that can be used for the purposes of operations conducted by microenterprises.

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“…The modern concepts of the company management draw attention to the very important role of human resources in creating non-material resources for the growth and competitive advantage of a company (Nesterak, Kowalski and Czerniachowicz, 2016).…”

Section: Introductionmentioning

confidence: 99%

Strategic Reorientation in Human Capital: A Case Study of the Manufacturing Company

Czerniachowicz

2017

JCRL

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Abstract:The aim of this article is to present the selected theoretical and practical aspects of human capital and strategic reorientation in human resources management in the manufacturing company. The organisation under the study is one of the producers of machine parts used in different industrial sectors in Poland. In order to achieve the aim of the paper, the following operational objectives have been formulated: (1) to discuss the concepts of human resources management; (2) to identify the strategic reorientation mainly focused on the area of employment in the manufacturing company; (3) to assess the implementation of the changes in the HR strategy of the manufacturing company. The analysis is based on detailed interviews with the top management as well as the source materials collected from the manufacturing company.

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Skala wykorzystania narzędzi controllingu strategicznego w przedsiębiorstwach działających w Polsce

Cited by 3 publications

References 0 publications

Shaping Employee Experience in the Changing Social and Organisational Conditions

Shaping Employee Experience in the Changing Social and Organisational Conditions

Operational and Strategic Controlling Tools in Microenterprises – Case Study

Strategic Reorientation in Human Capital: A Case Study of the Manufacturing Company

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