PERSONNEL INNOVATION IN ORGANIZATIONS ISSUES FOR MANAGERS

ISBN: 978-83-64614-08-8   186 stron format: B5 oprawa: miękka Rok wydania: 2015

Previous research and experience indicate improving the level of human resources management in the Polish companies is an important condition both for the growth of innovation and also the employees‘- engagement in the achievement of a company‘-s goals. The changeability of the business environment and changes within all organizations give the personnel function a qualitatively new meaning and previous ideas, rules and procedures connected with the implementation of this function are no longer valid and must be changed.The introduction of changes in the field of the personnel function can bring real benefits to companies because it increases their profits and competitiveness and research globally indicate positive relationships between effectiveness in the field of HRM, productivity and the market value of a company. Despite this evidence, the level of HRM in the majority of companies (especially those with Polish capital) is still relatively low and these companies do not take into consideration the challenges associated with functioning in strong, global competition.The book concludes with recommendations for further research in this area.from Introduction

SPIS TREŚCI

Chapter 1. Innovations in the field of personnel function
1.1. How successful are Polish Companies at innovating?
1.2. Personnel innovations
1.2.1. Features of personnel innovations
1.2.2. Personnel innovations are increasingly included in other
social innovations
1.3. Trends and modern solutions in the field of personnel function
1.3.1. New ideas and concepts
1.3.2. Trends of HR
1.3.3. The strengthening of leadership of managers (owners, shift
managers, foremen, sales, departmental managers and
similar staff)
1.3.4. Trends connected with the management of employees‘
development
1.3.5. Trends which refer to the instruments of usingnew
technologies in staff development

Chapter 2. Absorption of personnel innovations
2.1. Open innovations - evolution in an approach to the innovation
process
2.1.1. Other concepts of open innovations
2.2. Sources of innovation - external market of knowledge
2.2.1. Absorption of innovation, absorptive capacities of
an organization
2.2.2. Elements of an absorptive capacity of an organization
2.3. Environmental conditionings connected with an organization
specificity
2.3.1. Competencies of personnel specialists
2.4. Summary

Chapter 3. A Case study of Innovation in Poland
3.1. Characteristics of the study population

Chapter 4. Conditionings of the absorption of personnel innovations in
organizations - research results
4.1. The level of absorption of personnel innovations in the researched
companies
4.2. Financial and technological resources of the researched companies
4.2.1. Economic condition of the researched companies
4.2.2. The technological level and innovativeness of the researched
companies
4.2.3. Human capital of the researched companies
4.3. Level of the implementation of personnel function
4.3.1. Personnel strategy
4.3.2. Models of competencies
4.3.3. Attraction and a choice of employees
4.3.4. Creating an image of a desirable employer
4.3.5. Development and siaff training
4.3.6. Training of employees
4.3.7. Development of employees
4.3.8. Staff evaluation
4.3.9. Remuneration of employees
4.3.10. Research on the attitudes of employees
4.3.11. Leaving an organization
4.3.12. Measurement of the effectiveness of personnel processes
4.3.13. Organization of a personnel function
4.3.14. Processes of knowledge management in the companies
under research

Chapter 5. Good practices in the absorption of personnel
innovations-case studies
5.1. The concept and advantages of good practices
5.2. Research method and characteristics of researched companies
5.3. Process of absorption of personnel innovations in the analyzed
case studies
5.3.1. Good practice 1. Implementation of a new system of training
and motivating employees
5.3.2. Good practice 2. Implementation of the IT system supporting
human resources management
5.3.3. Good practice 3. Implementation of the program of
employees‘ professional development
5.3.4. Good practice 5. Implementation of the system of periodical
staff evaluations
5.3.5. Good practice 5. Implementation of the project stimulating
innovativeness of employees
5.3.6. Good practice 6. Implementation of the new system of
communication in the company
5.3.7. Good practice 7. Implementation of the system of salaries
based on the job evaluation
5.3.8. Good practice 8. Implementation of the programme
encouraging the employees to submit improvements
5.3.9. Good practice 9. Implementation of the system of appraisal
of managers and specialists
5.3.10. Good practice 10. Implementation of a new system of
remuneration for employees

Chapters 6. The models of the absorption of personnel innovations
in the researched companies
6.1. Verification of hypothesis
6.2. Models of conditionings of the absorption of personnel innovations

Chapters 7. Shaping personnel innovations in organizations
7.1. Management of personnel innovations in organizations
7.1.1. Creation and obtaining personnel knowledge
7.1.2. The process ofsharing knowledge and its dissemination
7.1.3. Usage of knowledge
7.1.4. The gathering and retention of knowledge
7.2. Instruments which support the management of personnel
knowledge in an organization
7.2.1. Analysis of HRM level in an organization
7.2.2. Audit of knowledge management
7.2.3. Social Network Analysis in organizations
7.2.4. Benchmarking - a tool to attract new knowledge and
innovation
7.2.5. The role ofHR specialists in the process of the absorption
of innovation

Ending

References

List of figures