PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
2009 | nr 43 Człowiek i praca w zmieniającej się organizacji | 17--34
Tytuł artykułu

Innowacyjność : w kierunku zarządzania przez zaangażowanie

Warianty tytułu
Innovation : Towards Participation-Based Management
Języki publikacji
PL
Abstrakty
Niniejsze opracowanie podejmuje dyskusję nad problemem dotyczącym strategicznego zarządzania zasobami ludzkimi oraz prezentuje wyniki badań stanowiące odpowiedź na następujące pytania: 1) Czy zachodzi związek między poziomem i dynamiką innowacyjności a stosowaniem przez firmy praktyk HRM spójnych z jego strategią i strategią ogólną firmy? 2) Czy poziom i dynamika innowacyjności organizacji różni się w zależności od stosowanego modelu HRM: opartego na koncepcji high involvement work practices/system (HIWP) bądź na koncepcji high performance work systems (HPWS)? Pierwsza część artykułu poświęcona jest dyskusji o modelach HRM. Dwie kolejne części przedstawiają związek między HRM i jego modelami a innowacyjnością tak z perspektywy teoretycznej, jak i w świetle przeprowadzonych badań empirycznych. (fragment tekstu)
EN
Innovativeness is a very important lever of economic performance and organizational competitive advantage. HRM outcomes could strengthen this lever. The purpose of this article is to give the answer based on the empirical research to the following two questions: 1) Is there any correlation between innovativeness and internal alignment of HRM practices with its strategy and the general strategy of the organization? 2) Does every model of HRM promote innovativeness growth to the same extent? Considered here in particular is the model aimed at involvement growth as an innovativeness lever (HIWP) as well as the model directly aimed at economic performance outcomes growth (HPWS). (original abstract)
Twórcy
  • Uniwersytet Łódzki
Bibliografia
  • Applebaum E., Bailey T., Berg R, Kalleberg A., Manufacturing advantage, Cornell University Press, New York 2000.
  • Bacon N., Blyton P., Industrial relations and the diffusion of teamworking: Survey evidence from the UK steel industry, "International Journal of Operations and Production Management" 2000 vol. 20, no. 8.
  • Becker B.E., Huselid M.A., Pickus P.S., Spratt M.F., HR as a source of shareholder value, "Human Resource Management Journal" 1997 vol. 31, no. 1
  • Becker E.B., Huselid M.A., High performance work systems and firm performance: A synthesis of research and management implications, "Personnel and Human Resources Management" 1998 vol. 16, JAI Press Inc.
  • Belcourt M., Bohlander G.W., Snell S.A., Sherman A.W., Managing human resources, Fourth Canadian Edition, Nelson, Toronto 2004.
  • Benson G.S., Lawler E. III., Young S.M. High-involvement work practices and analysts' forecasts of corporate earnings, "Human Resource Management" 2006 vol. 45, no. 4.
  • Borkowska S., Dwie koncepcje proefektywnościowego ZZL, [w:] HPWS. Systemy wysoce efektywnej pracy, red. S. Borkowska, IPiSS, Warszawa 2007.
  • Borkowska S., Motywacja i motywowanie, [w:] Zarządzanie zasobami ludzkimi, red. H. Król, A. Ludwiczyński, PWN, Warszawa 2006.
  • Boxall R., Purcell J., Strategic human resources management, "Journal of Management Review" 2000 no. 2(2).
  • Buren M., King S.B., The 2000 ASTD International Comparisons Report, Alexandria 2000.
  • Burns T., Stalker G.M., The management of innovation, Tavistock Publications, London 1961.
  • Carrig K., Wright P, Building profit through people, "Workforce Management on Line", January 2007
  • Conger J.A., Lawler E., Individual director evaluation. The next step in boardroom effectiveness, "Ivey Business Journal", May/June 2002.
  • Easton G.S., Jarrell S.L., The effects of Total Quality Management on corporate performance: An empirical investigation, "Journal of Business" 1998 no. 71.
  • European Commission, 2008, "European Innovation Scoreboard 2007. Comparative Analysis Innovation Performance", Report 2008.
  • Gerhart B., Trevor C.O., Graham M.E., New directions in compensation research: synergies risk, and survival, "Research in Personnel and Human Resources Management" 1996 no. 14.
  • Gill C., Krieger H., Direct and representative participation in Europe, "The International Journal of Human Resource Management" 1999 no. 10 (4).
  • Gittell J.H., Seidner R., Wimbush J., Patient care: A several capital model of high performance work system, Sloan Industry Studies, Annual Conference, Cambridge 2007.
  • Global Competitiveness Report 2005-2006, World Economic Forum, WCF Website.
  • Guest D.E, Human resource management and performance: A review and research agenda, "International Journal of Human Resource Management" 1997 no, 8 (3).
  • Guthrie J.P., High-involvement work practices. Turnover, and productivity: evidence from New Zealand, "Academy of Management Journal" 2001 vol. 44, no. 1.
  • http://www.proinno-europe.eu/doc/ci s_2007_global_innovation_report.pdf.
  • Huselid M.A., Becker E.B., The strategic impact of high performance work systems, 1995, www.markhuseiid.com/pdfs/articles/1995_Strategic_Impact_of_HR.pdf.
  • Ichniowski C., Human resources management systems and the performance of U.S. manufacturing business, "NBER Working Paper Series", Working Paper No. 3449, Cambridge USA 1995.
  • Ichniowski C., Kochan T., Levine D.I, Olson C., Strauss G., What works at work. Overview and assessment, [w:] C. Ichniowski, D.I. Levine, C. Olson, G. Strauss, The American workplace: skills, compensation and employee involvement, Cambridge University Press, Cambridge 2000.
  • Ichniowski C., Shaw K., Prenushi G., The effects of human resource management practices on productivity: A study of Steel Finishing Lines, "American Economic Review" 1997 vol. 87.
  • ILO, Supporting workplace learning for high performance working, http://www.ilo.org/public/english/employmcnt/skills/workplace/contents/ack.htm.
  • Katz R., James W.M., URM and innovation, [w:] Reinventing human resource management. Challenges and directions, red. R.J, Burke, C.L. Cooper, Routledge Taylor &Francis Group. London-New York 2005.
  • Katzenbach J.R., Peak performance, Harvard Business School, Boston 2000.
  • Kinnie N., Swart J., Rayton B., Hutchinson S., Purcell J., HR policy and performance: An occupational analysis, II HRM Study Group Working. "Papers in Human Resource Management" 2004 no. 2.
  • Konrad A.M., Engaging employees through high-involvement work practices, "Ivey Business Journal'', March, April 2006.
  • Lawler E. III., Mohrman S., Benson G., Organizing for high performance employee involvement, TQM, reengineering, and knowledge management in the Fortune 1000, The Center for Effective Organization Report, San Francisco 2001.
  • Lawler E., High-involvement management, Jossey-Bass, San Francisco 1998.
  • Lawler E., The ultimate advantage: Creating the high involvement organization, Jossey - Bass, SanFrancisco 1992.
  • Lawler E.E., Mohrman S.A., Ledford G.E., Strategies for performance organization, CEO Report, Jossey-Bass, San Francisco 1998.
  • Legge K., Silver bullet or spent round? Assessing the meaning of the high commitment management/performance relationship, [w:] Human Resource Management: A critical text, Thomson learning, red. J. Storey, London2001.
  • Lepak D.P., Snell S.A., The human resource architecture. Towards a theory of human capital and development, "Academy of Management Review" 1999 vol. 24, no. 1.
  • Lindgren R., Stenmark D., Bergquist M., Ljungberg J., Rethinking competence systems for organizations, [w:] "Global Co-operation in the New Millennium", The 9th European Conference on Information Systems, Bied, Slovenia 2001.
  • MacDuffie J., Human resource bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry, "Industrial & Labor Relations Review" 1995 no. 48.
  • Nadler D.A., Gerstein M.S., Designing high performance work systems: Organizing people, work, technology, and information', organizational architecture, Jossey-Bass, San Francisco 1992.
  • Nadler D.A., Tushman M.L., Nadler M.B., Competing by design: The power of organizational architecture, Oxford University Press, New York 1997.
  • Nonaka I., A dynamic of Organizational knowledge creation, "Organization Science" 1994 no. 5 (1).
  • Osterman R., How common Is workplace transformation and who adopt it?, "Industrial and Labor Relations Review" 1994 no. 47 (2).
  • Ouchi W.G., Theory Z, Addison-Wesley, Reading (Massachusetts). 1981.
  • Pascale R., Athos A., The art of Japanese management, Simon and Schuster, New York 1981.
  • Pil F.K., MacDuffie J.P., Organizational and environmental factors influencing the use and diffusion of high involvement work practices, [w:] Employment practices and business strategy, red. P. Capelli, Oxford University Press, Oxford 1999.
  • Postawy pracownicze. Wstępne wyniki badań pracodawców i pracowników, "Nowoczesna Firma. Obserwatorium Zarządzania", Warszawa 2007.
  • Sajkiewicz B., HPWS: doświadczenia zagraniczne, [w:] HPWS. Systemy wysoce efektywnej pracy, red. S. Borkowska, IPiSS, Warszawa 2007.
  • Sienkiewicz Ł., Sajkiewicz B., Perspektywa HPWS w pomiarze efektywności zarządzania zasobami ludzkimi, [w:] HPWS. Systemy wysoce efektywnej pracy, red. S. Borkowska, IPiSS, Warszawa 2007.
  • Snell S., Bohlander G., Managing human resources, Thomson South-Western, New York 2004.
  • Vandenberg R., Richardson H., Eastman L., The impact of high-involvement work practices on organizational effectiveness: A second-order latent variable approach, "Group & Organizational Management" 1999 vol. 24.
  • Wood S., Human Resource. Management and performance, "International Journal of Management Review" 1999 no. 1(4).
  • Wood S., Menezes L., Lasaosa A., High involvement management and performance, University of Lcicester, May 2001.
  • Woźniakowski A., Koncepcja High Performance Work System. Źródła i rozwój, [w:] Systemy wysoce efektywnej pracy, red. S. Borkowska, IPiSS, Warszawa 2007.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000164864147

Zgłoszenie zostało wysłane

Zgłoszenie zostało wysłane

Musisz być zalogowany aby pisać komentarze.
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.