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    Wyświetlanie 1-4 z 4
    Tytuł:
    Aspekty etyczne systemów oceniania pracowników w instytucjach publicznych
    Ethical Aspects of the Appraisal Systems in Public Institutions
    Autorzy:
    Walenia, Alina
    Powiązania:
    https://bibliotekanauki.pl/articles/965101.pdf
    Data publikacji:
    2015-02
    Wydawca:
    Uniwersytet Łódzki. Wydawnictwo Uniwersytetu Łódzkiego
    Tematy:
    appraisal system
    personnel management
    Opis:
    A performance appraisal system forms an integral part of any developed management concept. The efficiency of such an appraisal system is fostered in institutions which prioritise quality and continuous improvement, and where innovationfriendly actions are joined by those that build confidence. An efficient appraisal system is characterised as follows: it is systemic in character, regular, universal, flexible, concrete, transparent and simple in application. When implementing a modern appraisal system, care should be taken to adhere to ethically sound principles such as fairness, objectivity, goodness and truthfulness.
    Źródło:
    Annales. Etyka w Życiu Gospodarczym; 2015, 18, 1
    1899-2226
    2353-4869
    Pojawia się w:
    Annales. Etyka w Życiu Gospodarczym
    Dostawca treści:
    Biblioteka Nauki
    Artykuł
    Tytuł:
    Capital, Resource or People? Contemporary Trends in Personnel Management
    Zasób, kapitał czy człowiek? Współczesne trendy w zarządzaniu pracownikami
    Autorzy:
    Marek, Agnieszka
    Powiązania:
    https://bibliotekanauki.pl/articles/20311683.pdf
    Data publikacji:
    2014
    Wydawca:
    Uniwersytet Łódzki. Wydawnictwo Uniwersytetu Łódzkiego
    Tematy:
    personnel management
    human capital
    human resources management
    human capital management
    human potential management
    personalism
    Opis:
    People should be at the centre of attention within knowledge-based economics. The leaders of each enterprise ought to focus on providing the best conditions for their employees’ professional and individual development and treat them with respect in terms of their dignity and needs. In contemporary literature two notions in perceiving people in organisations are noticeable. The first one treats employees as ‘resources’ which have to be properly used or as ‘capital’ that should bring a decent return on investment. The second notion derives a lot from Christian philosophy and sees the human as a person who treats work as a way to realize his calling and thus is able to take responsibility for the decisions made and actions taken. Acting in a constantly changing environment, people have to be flexible and able to take advantage of emerging opportunities and avoid threats. Within this process it is not a matter of being a human ‘being’ but rather becoming, which means that they are incessantly developing their potential. Although it is hard to predict human behaviour, the main task for managers is to lead in a way that will help employees use their full potential for both their own and the company’s benefit.
    Źródło:
    Annales. Etyka w Życiu Gospodarczym; 2014, 17, 2; 75-84
    1899-2226
    2353-4869
    Pojawia się w:
    Annales. Etyka w Życiu Gospodarczym
    Dostawca treści:
    Biblioteka Nauki
    Artykuł
    Tytuł:
    Capital, Resource or People? Contemporary Trends in Personnel Management
    Zasób, kapitał czy człowiek? Współczesne trendy w zarządzaniu pracownikami
    Autorzy:
    Marek, Agnieszka
    Powiązania:
    https://bibliotekanauki.pl/articles/964302.pdf
    Data publikacji:
    2014-05-15
    Wydawca:
    Uniwersytet Łódzki. Wydawnictwo Uniwersytetu Łódzkiego
    Tematy:
    personnel management
    human capital
    human resources management
    human capital management
    human potential management
    personalism
    M54
    Z12
    Opis:
    People should be at the centre of attention within knowledge-based economics. The leaders of each enterprise ought to focus on providing the best conditions for their employees’ professional and individual development and treat them with respect in terms of their dignity and needs. In contemporary literature two notions in perceiving people in organisations are noticeable. The first one treats employees as ‘resources’ which have to be properly used or as ‘capital’ that should bring a decent return on investment. The second notion derives a lot from Christian philosophy and sees the human as a person who treats work as a way to realize his calling and thus is able to take responsibility for the decisions made and actions taken. Acting in a constantly changing environment, people have to be flexible and able to take advantage of emerging opportunities and avoid threats. Within this process it is not a matter of being a human ‘being’ but rather becoming, which means that they are incessantly developing their potential. Although it is hard to predict human behaviour, the main task for managers is to lead in a way that will help employees use their full potential for both their own and the company’s benefit.
    Źródło:
    Annales. Etyka w Życiu Gospodarczym; 2014, 17, 2
    1899-2226
    2353-4869
    Pojawia się w:
    Annales. Etyka w Życiu Gospodarczym
    Dostawca treści:
    Biblioteka Nauki
    Artykuł
    Tytuł:
    Odpowiedzialność pracodawców wobec rodzin pracowników (na podstawie badań empirycznych)
    Employers’ Responsibility towards Employees’ Families (An Empirical Study)
    Autorzy:
    Kamosiński, Sławomir
    Powiązania:
    https://bibliotekanauki.pl/articles/652994.pdf
    Data publikacji:
    2017
    Wydawca:
    Uniwersytet Łódzki. Wydawnictwo Uniwersytetu Łódzkiego
    Tematy:
    -
    employer
    employee
    worker
    employer’s responsibility towards employee’s family
    ethics of personnel management
    Opis:
    Employers’ responsibility towards employees' families follows from their responsibility for the employed person. It is not responsibility of a direct character. It is indirect responsibility that is, in fact, a consequence of moral and ethical principles. It should be assumed that not all relations between the employer and employee are governed by legal provisions. Some of them should be based on mutual trust, on a will for dialogue and respect. Undoubtedly, the relations between employers and employees in small, often family-type companies, where management is of paternalistic character, are often different from relations in a big company, where the owner, for objective reasons, has no opportunity to meet all workers personally. Nevertheless, in any company, regardless of size, in my opinion, the employer should take responsibility not only for the employed person, but also for his/her family. Following the above remarks, the way employers understand the concept of responsibility for employees’ families is presented in the first part of the paper. The description was based exclusively on opinions expressed by employers in the public media. Only well-known employers were selected, so-called “icons of entrepreneurship”. The second part of the paper, based on the author's empirical research conducted among workers employed in the private and public sectors, describes the same problem but from the point of view of employees. The main research question comes down to specifying ways in which an employer's responsibility for an employee’s families is best executed, apart from remuneration paid regularly for the performed job. As pointed out by many employees, an employed person would expect the employer to understand the correlation defined by many respondents as “employer awareness” i.e. understanding that family-related problems affect productivity at work. The research proved that employers’ awareness of taking responsibility for their employees’ families is gradually increasing.
    -
    Źródło:
    Annales. Etyka w Życiu Gospodarczym; 2017, 20, 2
    1899-2226
    2353-4869
    Pojawia się w:
    Annales. Etyka w Życiu Gospodarczym
    Dostawca treści:
    Biblioteka Nauki
    Artykuł
      Wyświetlanie 1-4 z 4

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