Stanisława Borkowska Human Resource Management and Innovation in the Business Organization
Business organizations stand before the necessity of continuously striving to achieve a long–term competitive advantage. Global competition and dynamic changes in the business environment significantly increase the importance of innovation as leverage for success in growth efforts. Can strategic human resource management (SHRM) support an increase in innovation? How? The attempt at answering these questions is the objective of research undertaken by a team of Institute of Labor and Social Studies staff members under my direction. Using research results as a basis, the intention of this article is to provide answers to the following questions: Is there a link between the level and dynamics of innovation and the alignment of company practice with HRM strategy as well as the company’s overall strategy? Is the level of innovation in the organization dependent on the HRM model applied—HIWP concept or the HPWS)?

Łukasz Sienkiewicz, Maciej Gruza The Impact of Employee Training and Development Processes on Company Innovation: Research Results
The influence of employee development processes, including training efforts, on a company’s innovation should be examined in the context of the relations of innovation with the set of human resource practices. A company can only hope to achieve a lasting competitive advantage if it is capable of attracting talented workers who lean towards continuous innovation and are open to change. This brings about an increase in the importance of education and the acquiring of knowledge. This link was the subject of research conducted by the ILSS in 2008. Indices characterizing the main pillars of HRM, including training and development, were specially constructed for the purpose of conducting an analysis of the accumulated data. Statistical analyses demonstrated a significant positive dependence between the dynamics of innovation and the level of training and development.

The purpose of this article is to present solutions in the area of remuneration, aimed at stimulating innovation on the part of employees, as well as assess the effectiveness of those solutions. The basis for this discussion is the applied practices of eighty–three listed companies that were encompassed by an ILSS study, where special attention was devoted to companies with strategies clearly oriented at achieving a high level of innovation (30% of the test sample). They are shown against a backdrop of average results for the sample as well as confronted with practices used by companies with various levels of innovation—regardless of applied business strategy. The final section of this article presents suggestions for solutions that may give remuneration systems a pro–innovation character.

This article concentrates on questions of communications and information, whose role in the knowledge–based economy continues to grow. The efficient functioning of information channels translates into growth in innovativeness, where an improvement in the competitive position of the company occurs if there is cohesion between this and the organizational strategy, structure, and culture. The article presents the results of research into communication and information systems used in listed companies, with special stress on companies implementing a pro–innovation strategy.

Janusz Strużyna, Tomasz Ingram, Magdalena Majowska Relations between Customers, Employees, and the Human Resource Management Department: The Evolutionary Approach
The twentieth century is considered the golden age of human resource management. Growing interest in this field can be attributed to a perception of the importance of HRM in creating organizational well–being. In this light, there is justification in treating HRM as a facilitator of business change based on intangible resources. This paper has two main objectives. First, it is intended to identify and verify methods allowing HRM novelty assessment within the organization. Second, the paper aims at assessing the impact of change novelty in HRM on the organization itself and its broader context.

LEADERS' FORUM
Joanna Mazur Innovation in the Information Technology Industry
Izabela Jagosz-Kuchta The Pro-Innovation Influence of HRM at IBM
Maja Chabińska-Rossakowska Pro–Innovation Human Resource Management at DHL Express (Poland)

COMMUNIQUES
Maria Zakrzewski, Andrzej Wiszenko Places to Work in Poland: Are They Great? Employee Attitudes 2009 - Research Project
A Polish nationwide research project was conducted among employees of various organizations at the turn of December 2008 and January 2009, as a part of the 3rd Employee Attitudes Research Project. The purpose of the research was to determine whether employees at Polish workplaces trust the people they work for, are proud of what they do, and are fond of people they work with. This issue is of greater importance, as it is the relations between an employee and his or her superiors and colleagues that make the workplace great.

REVIEWS, DISCUSSIONS

Tadeusz Listwan and Marzena Stor (Editors), Zarządzanie kadrą menedżerską w organizacjach międzynarodowych w Polsce [Managing the managerial staff at international organizations in Poland] - Aleksy Pocztowski
A. Pocztowski (Editor), Zarządzanie talentami w organizacji [Managing talent in the organization] - Tomasz Ingram
Maria Wanda Kopertyńska, Motywowanie pracowników. Teoria i praktyka [Motivating employees: Theory and practice] - Magdalena Majowska

FROM THE SHOWCASE
The Role and Impact of HRM on Company Innovation: A Selection of Literature 2007–2008 - Alina Kulesza

CHRONICLE, INFORMATION
Winners of the 11th Edition of the Wacław Szubert Medal - Lucyna Machol-Zajda

Coming soon…

Idź do wersji polskiej Dwumiesięcznika "Zarządzanie Zasobami Ludzkimi"

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