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Factors Affecting Strategic Types of Organizational Culture: Evidencefrom Organizations and Managers Operating in the Czech Republic

Hana Urbancová Lucie Depoo
Management and Production Engineering Review | 2021 | vol. 12 | No 1 | 48-59 | DOI: 10.24425/mper.2021.136871
Keywords Organizational culture employer branding communication employees engagement human resources employee
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Abstract

As the corporate culture and re/setting of employer – employee relations is crucial due to changes in workplace due to impact of COVID-19, this article aims to identify types of organizational culture, and to find impact on the implementation of HR activities and employer branding, including classification of organizations by their defined strategies. A model of organizational culture, including its systematic relationships, is proposed and tested using a sample of 402 organizations across sectors operating in the Czech Republic as a characteristic economy in Central Eastern European region. This model includes different dimensions of internal brand management and manifestations of organizational culture. Data are analyzed using bivariate and multivariate statistics. Identification of a suitable type of organizational culture leads towards successful employer branding and work engagement; brand identification and communication directly raise positive perception of organizational culture. Three major areas of use of organizational culture and branding have been identified: re-setting of personnel processes depending on the change of organization’s size, on the decline in labor productivity and on organizational mergers, changes in scope of business and in market position. The results suggest that orientation on employee engagement is a better predictor of (positive) organizational culture than increase in productivity. Furthermore, the results explain supportive roles of organizational culture towards customers and employees. The results extend theory by empirical analysis of organizational culture and internal brand management from the employers’ perspective.
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Authors and Affiliations

Hana Urbancová
1
Lucie Depoo
2
  1. University of Economics and Management, Department of Human Resources
  2. University of Economics and Management, Department of Management

Analysis of the sociological aspect of employee outsourcing used in a selected coal company

Ewelina Włodarczyk Aurelia Rybak
Zeszyty Naukowe Instytutu Gospodarki Surowcami Mineralnymi Polskiej Akademii Nauk | 2018 | Nr 103 | 41-52 | DOI: 10.24425/123704
Keywords mining management human resources management outsourcing
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Abstract

In recent years, the outsourcing of a variety of different activities has been more commonly observed in the coal mining industry. This is connected with employing workers by external companies. These practices are not necessarily perceived as good ones by mines’ employees because they may influence their remuneration directly or indirectly. Firstly, as external employees treat work in mining company as a source of a quick income. Therefore, external companies often calculate their employees compensation not based on working time (i.e. hours) but on the basis of a specific, accomplished task. Such employment is called piecework, whereas the workers employed in this kind of system are called output workers/piece workers. Therefore, to receive higher wages in these companies, employees carry out their tasks faster and more efficiently. This, in turn, can affect the standards of workers employed by the mining company. In addition, outsourced workers are often retired miners, so the costs incurred by employers are significantly lower. In addition, in order to not to lose the retirement benefit, they work for a much lower rate. On the other hand, outsourced work can be done in a hurry (on a piece rate), which is not conducive to compliance with safety regulations, therefore mine employees may feel unsafe. This article aims to present how mine employees assess outsourcing underground works. In order to achieve this aim, a survey was carried out among employees of one of the coal mine companies in Silesia. Participants of the survey were randomly chosen among underground miners employed at one mine company. The survey was anonymous which obviously might have influenced respondents’ honesty in answering. The survey was carried out in several mines of the chosen company. In some of them the survey was carried out online and in the remaining ones it was filled out on paper. Analyzing the survey results allowed for a better understanding of the reasons of the disapproval of outsourcing underground works. This, in turn, may be used for better human resources management including, in particular, planning an incentive based pay system.

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Authors and Affiliations

Ewelina Włodarczyk
Aurelia Rybak

Strategic thinking: The construction and validation of an instrument

Rosa Isabel Rodrigues Aristides Ferreira José Neves
Polish Psychological Bulletin | 2021 | vol. 52 | No 3 | 241-250 | DOI: 10.24425/ppb.2021.137888
Keywords Strategic thinking psychological evaluation construction and validation human resources
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Abstract

The lack of instruments that evaluate strategic thinking and the fact that it is positively related to high levels of professional performance has led us to the development and validation of a questionnaire that allows us to measure it in an organizational context. This was done through three studies. First an exploratory study, in which 272 Human Resources (HR) professionals participated, allowed us to develop its items and analyze its psychometric properties. From it three factors were extracted: (1) systemic thinking, (2) vision towards the future and, (3) identification of new opportunities. Also, the results indicated the existence of a latent overall model of strategic thinking. Secondly, a confirmatory study, where 352 Human Resources professionals participated, intended to validate the results of the previous study. The same three factors, and a latent factor were replicated revealing that the model presented had an excellent adjustment. Furthermore, a third study was carried out in order to study the perceived relationship between strategic thinking, satisfaction, trust and customers’ retention. This study counted with the participation of 273 professionals who held positions of middle and upper management, key employees regarding the use of ST in organizations. The results of the three studies allow us to conclude that the Strategic Thinking Questionnaire is a valid instrument to analyze strategic thinking.
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Authors and Affiliations

Rosa Isabel Rodrigues
1
ORCID: ORCID
Aristides Ferreira
2
José Neves
2
  1. Instituto Superior de Gestão, Lisboa, Portugal
  2. ISCTE-IUL, Lisboa, Portugal

Unveiling the Factors of Green Human Resources in Manufacturing Industries

V. SATHYAMOORTHI S.B. INAYATH AHAMED A. HARIHARASUDAN Katarzyna SZCZEPANSKA-WOSZCZYNA Sebastian KOT
Management and Production Engineering Review | 2023 | vol. 14 | No 3 | DOI: 10.24425/mper.2023.147190
Keywords Green human resources Green creativity Proactive environmental management Environmentalperformance Environmental practices
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Abstract

The severe consequences of climate change have left many unanswered questions about the environmental performance of businesses. Appropriate measures must be taken to tackle the problems conquered due to climate change. This study supports exploring the factors needed to get the Employees Environmental Performance (EEP). It includes Green Human Resources (GHR), Green Creativity (GC) and Proactive Environmental Management (PEM). The relationship among the variables was explored in the existing literature. This study aims to test the relationship between GHR and GC. Further, it also examined the mediating role of GC and moderating role of PEM. For this purpose, data were collected from employees of manufacturing companies (automobiles, food processing, chemicals, textiles, machinery and equipment) in India. More specifically, ISO 14001-certified companies were selected. Among the different institutions, 35 are manufacturing in India. Out of 35, 24 companies agreed to conduct a survey in their company. Totally 5376 employees were considered as a population for the study. With 95% confidence interval, 400 samples were selected, and a questionnaire was distributed among them using simple random sampling. 305 (76.25%) cases finalized for further analysis. The collected data analyzed using PLS-SEM with R software. The results highlighted the essential role of GHR practices in the manufacturing industry to enhance EEP since GHR positively influences EEP. Moreover, it was found that GC partially mediates the relationship between GHR and EEP. It indicates the importance of GC’s existence in increasing EEP through GHR. Finally, it was also found that PEM moderates the relationship between GHR and EEP. It suggested the role of pro-environmental management and their active pace in improving EEP. Managerial implications and future scope were discussed in this study.
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Authors and Affiliations

V. SATHYAMOORTHI
1
S.B. INAYATH AHAMED
1
A. HARIHARASUDAN
2
Katarzyna SZCZEPANSKA-WOSZCZYNA
3
Sebastian KOT
4 5
  1. Kalasalingam Business School, Kalasalingam Academy of Research and Education, Department of BusinessAdministration, India
  2. Kalasalingam Academy of Research and Education, Faculty of English, India
  3. WSB University, Faculty of Applied Sciences, Department of Management, Poland
  4. North-West University, Faculty of Economics and Management Sciences, South Africa
  5. Czestochowa University of Technology, Management Faculty, Czestochowa, Poland

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