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2020 | z. 147 Modernity of industry and services | 315--325
Tytuł artykułu

Line Manager's Role in Human Resource Management at Innovation Centers in Poland

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Języki publikacji
EN
Abstrakty
EN
Purpose: The main aim of this paper is to analyze the roles performed by line managers in human resource management at innovation centers in Poland. Design/methodology/approach: The study reviews the subject literature, as well as discusses the results of surveys carried out among line managers of innovation centers from Poland and analyses the research problem applying a descriptive method. Findings: Thanks to empirical research, the paper analyses the roles of line managers in human resource management at innovation centers in Poland and determines the level of fulfillment of individual roles. The importance of different roles for effective implementation of statutory objectives of innovation centers was also identified. The results of empirical research allowed to create certain generalizations concerning the roles performed by line managers of innovation centers in Poland. Research limitations: The limitation of the conducted research consists in, most of all, carrying out surveys only among line managers of innovation centers and, on the basis of the answers given, defining their roles in human resource management. Originality/value: The results of the study complement the gap in knowledge regarding the roles of line managers in human resource management at innovation centers in Poland. The conducted studies of the subject literature confirm the lack of research in this field.(original abstract)
Twórcy
  • Cracow University of Economics
Bibliografia
  • 1. Azmi, F.T., and Mushtaq, S. (2015). Role of line managers in human resource management: empirical evidence from India. The International Journal of Human Resource Management, 26(5), 616-639.
  • 2. Bąkowski, A., and Mażewska, M. (Eds.) (2015). Ośrodki innowacji i przedsiębiorczości w Polsce: raport 2014. Warszawa-Poznań: SOOIiP.
  • 3. Bąkowski, A., and Mażewska, M. (Eds.) (2018). Ośrodki innowacji i przedsiębiorczości w Polsce: raport 2018. Warszawa-Poznań: SOOIiP.
  • 4. Budhwar, P.S. (2000). Evaluating levels of strategic integration and devolvement of human resource management in the UK. Personnel Review, 29(2), 141-157.
  • 5. Carroll, S.J. (1991). The new HRM roles, responsibilities, and structures. In: R.S. Schuler (Ed.), Managing human resources in the information age (pp. 204-226). Washington, DC: Bureau of National Affairs.
  • 6. Currie, G., and Procter, S. (2001). Exploring the relationship between HR and middle managers. Human Resource Management Journal, 11(3), 53-69.
  • 7. Dover, G., and Lawrence, T.B. (2012). The role of power in nonprofit innovation. Nonprofit and Voluntary Sector Quarterly, 41(6), s. 991-1013.
  • 8. Holt Larsen, H., and Brewster, C. (2003). Line management responsibility for HRM: what is happening in Europe? Employee Relations, 25(3), 228-244.
  • 9. Martins, L-P. (2009). The nature of the changing role of first-tier managers: a long-cycle approach. Journal of Organizational Change Management, 22(1), 92-123.
  • 10. Matusiak, K.B. (Ed.) (2010). Ośrodki innowacji i przedsiębiorczości w Polsce: raport 2010, Warszawa: PARP.
  • 11. Maund, L. (2001). An introduction to human resource management: theory and practice. New York: Palgrave.
  • 12. McGuire, D., Stoner, L., and Mylona, S. (2008). The role of line managers as human resource agents in fostering organizational change in public services. Journal of Change Management, 8(1), 73-84.
  • 13. Nik Mat, N.H., and Susomrith, P. (2014). Line managers involvement in HRM activities: a Malaysian case study. International Review of Management and Business Research, 3(3), 1660-1670.
  • 14. Papalexandris, N., and Panayotopoulou, L. (2005). Exploring the partnership between line managers and HRM in Greece. Journal of European Industrial Training, 29(4), 281-291.
  • 15. Pocztowski, A. (2018). Zarządzanie zasobami ludzkimi: koncepcje, praktyki, wyzwania. Warszawa: PWE.
  • 16. Pynes, J.E. (2009). Human resources management for public and nonprofit organizations: a strategic approach. San Francisco, CA: Jossey-Bass, A Wiley Imprint.
  • 17. Ridder, H-G., and Baluch, A.M. (2010). Influences on the architecture of human resource management in nonprofit organizations: an analytical framework. Nonprofit and Voluntary Sector Quarterly, 39(1), 124-141.
  • 18. Rimi, N.N., Yusliza, M.Y., Walters, T., Basher Rubel, M.R. (2017). The role of devolution in HR-line manager collaboration and HRM effectiveness relationship: a study of private commercial banks in Bangladesh. Global Business and Organizational Excellence, 36(4), 43-51.
  • 19. Stone, R.J. (2013). Managing human resources: an Asian perspective. Milton: John Wiley & Sons.
  • 20. Tan, C.L., and Nasurdin, A.M. (2011). Human resource management practices and organizational innovation: assessing the mediating role of knowledge management effectiveness. Electronic Journal of Knowledge Management, 9(2), 155-167.
  • 21. Ulrich, D., and Brockbank, W. (2005). The HR value proposition. Boston: Harvard Business School Press.
  • 22. Wiśniewska, S. (2014). Rozwój kwalifikacji pracowników ośrodków innowacji i przedsiębiorczości. Ekonomika i Organizacja Przedsiębiorstwa, 10(777), 71-80.
  • 23. Wiśniewska, S. (2015). Skuteczność niekomercyjnych instytucji otoczenia biznesu we wspieraniu innowacji marketingowych małych i średnich przedsiębiorstw. Kraków: Uniwersytet Ekonomiczny w Krakowie.
Typ dokumentu
Bibliografia
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