Strengthening psychological capital as an important element of sustainable employee development in the context of requirements and resources in the workplace

The article discusses the issue of strengthening psychological capital as an element of sustainable employee development. Psychological capital (PsychCap), consisting of effectiveness, optimism, hope, and resilience is an important element of employees’ subjective resources, which may contribute to effective completion of professional tasks and high levels of engagement, and at the level of subjective effects – psychological well-being. Activities aimed at developing particular components of PsychCap in the organisation may be carried out as part of specially planned, organised and systematically conducted interventions, coaching, as well as meetings of the manager with his/her subordinate team

Rola liderów w dopasowaniu pracowników do organizacji, pracy i zespołu

Celem artykułu jest analiza roli liderów w kształtowaniu różnego typu dopasowań pracowników w miejscu pracy. Realizacji tego celu służyły zarówno studia literatury przedmiotu, jak i wyniki dotychczas przeprowadzonych badań empirycznych, poświęconych tej problematyce. Kluczowymi działaniami lidera, które zwiększają dopasowanie człowiek– praca, są: modyfikowanie środowiska pracy, dostarczanie zasobów, udzielanie podwładnym wsparcia, rozwijanie ich kompetencji oraz kształtowanie postaw. Wzmacnianiu dopasowania do zespołu służy socjalizacja, budowanie pozytywnych relacji grupowych oraz facylitacja interakcji, a także kreowanie pozytywnego klimatu organizacyjnego. W przypadku zwiększania dopasowania pracownika do organizacji istotne jest wzmacnianie identyfikacji z firmą i kształtowanie spójności grupowej

Person‑Organization Fit as a Significant Factor of Creating Company’s Value – Implications for Human Capital Measurement

Human capital is generally assumed to be the most significant element of the intellectual capital, which brings special contribution in building company value. Thus, managers are interested in gaining and maintaining the personnel that has a significant competence potential (knowledge, skills, attitudes, motivation). Therefore, when attempting to establish factors that allow to create value in an organization on the basis of human capital, it becomes necessary to account for the examination of organizational context itself. However, such research should not only focus on the organizational context as such, separately, but examine organizational context in its relation to professional functioning of the employees. One of the perspectives of approaching this aspect of organizational context is the measurement of employee‑organization fit

Barriers to Human Capital Development in Poland

The aim of the article is to present barriers to human capital development in Poland. The research was carried out on 941 respondents, from medium and large companies categorized as knowledge-intensive service (KIS), less-knowledge intensive service (LKIS) and production. The research indicates the following barriers: lack of financial resources, higher priority of other issues/projects/investments, lack of time for developmental actions, lack of consciousness of Board members and managers concerning the importance of development, lack of employees’ eagerness to learn, organizational culture resistant to change

Executive Psychopaths. Abusive Behaviour of the Management

The article presents the characteristics of “executive psychopaths”, showing that the current business environment “predisposes” individuals with “pathological” features of personality to holding the highest posts within organisations. The most important factors that enable a diagnosis of such types of leaders have also been described. Moreover, it has been suggested that the most common behaviours demonstrated by the “executive psychopaths” involve mobbing, bullying, sexual harassment and political behaviours. A variety of forms of such abusive behaviour have been described together with their consequences for the employee

Podaż i popyt na kwalifikacje i kompetencje w ujęciu sektorowym – w świetle badań jakościowych branży IT

Celem artykułu jest prezentacja wyników badań jakościowych (analiza desk research, wywiady), dotyczących podaży i popytu na kwalifikacje i kompetencje w sektorze IT. Problematyka podaży została przedstawiona w oparciu o wywiady z przedstawicielami instytucji edukacji formalnej i pozaformalnej, a także z przedstawicielami otoczenia biz‑ nesu. Zagadnienia związane z popytem były analizowane w oparciu o wywiady z przed‑ stawicielami wiodących przedsiębiorstw w branży, a także z osobami zajmującymi stano‑ wiska informatyczne. Badania ukazały istnienie specyficznych kwalifikacji i kompetencji w sektorze, które mogą stanowić podstawę budowania Sektorowej Ramy Kwalifikacji

Sustainable human resource management and job satisfaction— unlocking the power of organizational identification: A cross-cultural perspective from 54 countries

Sustainable human resource management is gaining importance in organizations due to its role in developing a sustainable work environment and well-being. This paper discusses the relationship between employee perceptions of sustainable human resource management and job satisfaction in 54 countries. We propose that sustainable HRM is positively associated with job satisfaction but that this relationship is moderated by employees’ identification with the organization and country-level individualism-collectivism. Thus, we suggest national culture functions as a second-level moderator of the relationship of sustainable HRM with organizational identification on job satisfaction. Findings from the multi-level analyses using data from 14,502 employees nested within 54 countries provided support for our hypotheses, namely that employee perceptions of sustainable HRM were positively associated with job satisfaction and that this relationship was more pronounced for employees with lower levels compared to higher levels of organizational identification in individualistic rather than collectivistic countries. These findings bear important implications for both theory and practice

Happiness Maximization Is a WEIRD Way of Living

Psychological science tends to treat subjective wellbeing and happiness synonymously. We start from the assumption that subjective wellbeing is more than being happy to ask the fundamental question: what is the ideal level of happiness? From a cross-cultural perspective, we propose that the idealization of attaining maximum levels of happiness may be especially characteristic of WEIRD (Western, Educated, Industrial, Rich, Democratic) societies, but less so for others. Searching for an explanation for why “happiness maximization” might have emerged in these societies, we turn to studies linking cultures to their eco-environmental habitat. We discuss the premise that WEIRD cultures emerged in an exceptionally benign ecological habitat, i.e., compared to other regions, they faced relatively light existential pressures. We review the influence of the Gulfstream on the North-Western European climate as a source of these comparatively benign geographical conditions. We propose that the ecological conditions in which WEIRD societies emerged afforded them a basis to endorse happiness as a value and to idealise attaining its maximum level. To provide a nomological network for “happiness maximization”, we also studied its several potential side-effects: alcohol and drug consumption and abuse, and the prevalence of mania. To evaluate our hypothesis, we re-analyse data from two large-scale studies on ideal levels of personal life satisfaction—the most common operationalization of happiness in psychology—involving respondents from 61 countries. We conclude that societies whose members seek to maximize happiness tend to be characterized as a WEIRD, and generalizing this across societies can prove problematic if adopted at the ideological and policy level

Personal life satisfaction as a measure of societal happiness is an individualistic presumption: Evidence from fifty countries

Numerous studies document that societal happiness is correlated with individualism, but the nature of this phenomenon remains understudied. In the current paper, we address this gap and test the reasoning that individualism correlates with societal happiness because the most common measure of societal happiness (i.e., country-level aggregates of personal life satisfaction) is individualism-themed. With the data collected from 13,009 participants across fifty countries, we compare associations of four types of happiness (out of which three are more collectivism-themed than personal life satisfaction) with two different measures of individualism. We replicated previous findings by demonstrating that societal happiness measured as country-level aggregate of personal life satisfaction is correlated with individualism. Importantly though, we also found that the country-level aggregates of the collectivism-themed measures of happiness do not tend to be significantly correlated with individualism. Implications for happiness studies and for policy makers are signaled

W jaki sposób równoważyć wymagania i zasoby w pracy oraz ustanawiać jej granice? – o potrzebie personalizacji (w) pracy menedżerów

Celem artykułu jest scharakteryzowanie wymagań wobec menedżerów oraz ich zasobów w kontekście funkcjonowania zawodowego, a także sformułowanie rekomendacji w zakresie sposobów ich równoważenia. Analizę i opis oparto na badaniach jakościowych przeprowadzonych z przedstawicielami firm pochodzących z przedsiębiorstw o zróżnicowanych branżach i wielkości. Na podstawie pogłębionych wywiadów jakościowych (IDI) stwierdzono zmiany w funkcjonowaniu lidera, łączącego wiele ról i działającego elastycznie, doświadczającego znacznej integracji granic pomiędzy sferą funkcjonowania prywatnego i zawodowego, skutkującej zmniejszonym work-life balance, oraz dużych przeciążeń wymaganiami w pracy. Sformułowano rekomendacje dotyczące zwiększania personalizacji w pracy jako sposobu na lepsze dopasowanie pracy do preferencji, pozwalającego na osiąganie zrównoważenia wymagań wobec pracowników i ich zasobów