Innowacyjne praktyki ZZL a proaktywność pracowników i menedżerów zatrudnionych w sektorze BSS

• Autorzy: Anna Rogozińska-Pawełczyk , Justyna Wiktorowicz

Warianty tytułu

Innovative HRM Practices and the Proactivity of Employees and Managers Employed in the Business Services Sector

• Języki publikacji: PL

Abstrakty

Choć kapitał ludzki jest powszechnie uznawany za cenny zasób, który pomaga organizacjom rozwijać kluczowe kompetencje w celu osiągnięcia przewagi konkurencyjnej, niewiele wiadomo o tym, jak innowacyjne praktyki zarządzania zasobami ludzkimi (ZZL) wiążą się z podejmowaniem proaktywnych zachowań przez pracowników i menedżerów pracujących w business services sector (BSS). Nie jest też do końca wiadome, czy proaktywność pracownicza zatrudnionych, którzy są głównymi dostarczycielami specjalistycznej i unikatowej wiedzy, wzrasta, w sytuacji gdy wysoko oceniają wykorzystywane przez ich organizacje innowacyjne praktyki ZZL. Celem artykułu była ocena zależności pomiędzy trzema wymiarami proaktywności a prowadzonymi innowacyjnymi działaniami personalnymi organizacji. Wykorzystując dane ankietowe, zebrane metodą CAWI od 500 pracowników wiedzy i 500 menedżerów zatrudnionych w przedsiębiorstwach BSS, dokonano analizy przy pomocy statystyk opisowych i współczynnika korelacji liniowej Pearsona (wraz z testem jego istotności). W wyniku badań stwierdzono, że korelacja jest dodatnia dla wszystkich, menedżerów i pracowników, przy czym w przypadku tych drugich okazała się istotna dla wszystkich wymiarów proaktywności i praktyk ZZL. Natomiast dla menedżerów istotny związek dotyczy tylko niektórych praktyk ZZL i wymiarów proaktywności. W szczególności poczynione ustalenia potwierdziły tezę mówiącą, że większą proaktywnością charakteryzują się pracownicy, których ocena innowacyjnych praktyk ZZL jest wyższa. (abstrakt oryginalny)

EN

While human capital is widely recognized as a valuable resource that helps companies develop core competencies to achieve competitive advantage, little is known about how innovative human resource management (HRM) practices relate to proactive behavior on the part of employees and managers working in the Business Services Sector (BSS). It is also not fully understood if the proactivity of employees-the main providers of specialized and unique knowledge-increases when they rate the innovative HR practices used by their companies highly. The aim of this article is to show the relationship between the three dimensions of proactivity and a company's innovative HR activities. Using survey data collected via CAWI from 500 knowledge workers and 500 managers employed in BSS companies, a statistical analysis was performed using descriptive statistics and Pearson's linear correlation coefficient (along with a test of its significance). The analyses performed show that the correlation is positive for all-managers and employees-with the correlation for employees being significant for all dimensions of proactivity and all HR practices. For managers, the significant relationship is only for some HR practices and not all dimensions of proactivity. In particular, the findings support the thesis that employees with higher ratings for innovative HR practices are characterized by higher proactivity. (original abstract)

Słowa kluczowe

PL

Zarządzanie zasobami ludzkimi; Proaktywność; Sektor usług

EN

Human Resources Management (HRM); Pro-activity; Services sector

• Czasopismo: Zarządzanie Zasobami Ludzkimi
• Rocznik: 2023
• Tom: 151
• Numer: nr 2
• Strony: 11--29

Twórcy

autor

Anna Rogozińska-Pawełczyk

• Uniwersytet Łódzki

autor

Justyna Wiktorowicz

• Uniwersytet Łódzki

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Identyfikatory

DOI

10.5604/01.3001.0053.5925