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The purpose of this paper is to define the impact of the investment in training in education by the European Social Fund (ESF) in four Eastern countries, namely, Poland…
The purpose of this paper is to define the impact of the investment in training in education by the European Social Fund (ESF) in four Eastern countries, namely, Poland, Hungary, Czech Republic and Hungary. Those countries have some political, cultural, social and economic similarities and share some common ground in the human resource development (HRD) sectors.
The authors use the human capital theory with some extensions to analyze the context, operations and impacts of the ESF in the Visegrad four (V4) countries between 2007 and 2013. The authors use three levels of methodology to access each one of those problems.
The authors conclude that the ESF helped building the vocational training system in those countries, and to help them get near the equilibrium of high skills of the V4 Western European neighbors, and therefore, this one was a success story. However, quality issues remain to be addressed that may hinder the continuation of the success in the future.
The research could be enlarged in time and space and deepened in terms of methodology. This is one a first clarifying step. Theoretical work should become aware of the dichotomy between absorption and scientific logic.
Detailed and precise evaluation practices must be implemented to guide and assess the policy.
Precisely because funds are scarce this paper enlights the dilemma and the tension between quantity and quality in the European HRD policy, this is an important social problem.
The study is original because even if the HRD in those countries had already been studied (Sheehan and Buchelt, 2016), no study analyzing specifically the ESF in those countries has been carried out so far. The authors use an innovative methodology and address questions on context, operations and impact, which are also innovative and very relevant.
Due to the global labor market challenges, international companies react and adjust fast to these circumstances by implementing digital solutions into all business…
Due to the global labor market challenges, international companies react and adjust fast to these circumstances by implementing digital solutions into all business processes. Organizational ambidexterity is seen as the response of digital transformation and it can be divided into structural, contextual, and sequential dimensions. In this context, organizations representing the smart industry will need employees with specific competencies which let them meet technological challenges.
This chapter aims to clarify the state of opinion on expectations towards, and preparedness for, the impact of Industry 4.0 on human resources management and the implementation of various types of ambidexterity in these companies. We have conducted interviews with key HR informants from manufacturing companies operating in Germany and Poland. We have found that Industry 4.0 has a significant impact on HR practices. In both international companies, various digital solutions in employee recruitment, development, and performance, have been implemented. There have also been mature examples in both companies of structural, contextual, and sequential ambidexterity.
Work-related stress causes individual, societal and economic costs. Stress management interventions (SMIs) are implemented to decrease those costs, reduce the psychosocial…
Work-related stress causes individual, societal and economic costs. Stress management interventions (SMIs) are implemented to decrease those costs, reduce the psychosocial harms and increase workers' productivity. This article reports on a study of a substantial sample of enterprises to verify what types of SMIs they implemented and how they assessed the results of these interventions.
Specially designed surveys were collected in 2015–2017 from 408 organizations of different sizes and sectors in Poland, including multinationals. The reliability of the questionnaire was satisfactory (Cr. 0.84).
Results show that 59% of enterprises are aware of SMIs but only about 30% implemented one within the last three years. The implementations usually covered both organizational and individual-level interventions. The assessment of SMI effectiveness was conducted in just about one-third of the organizations and was based on estimations of the levels and sources of stress. Hardly any companies compared economic and psychosocial costs of stress before and after SMIs.
The most important recommendation from this study is to increase the awareness of causes of stress among managing directors. Also, organizations and HR staff need more assistance from specialists who know how to measure and help reduce work stress.
The literature on stress interventions at work usually focusses on their psychological effects. This paper explores the organizational perspective and the commitment to implement the interventions in companies.