Purpose:The publication addresses the competence potential of retired Polish Armed Forces officers on the civil labor market. Due to their specific job, which is service to the Homeland, soldiers acquire many unique competencies that they could or use during their retirement employment. A professional soldier employed before 2013 can retire after 15 years of service. According to the latest research, more than 8,000 soldiers have left the Armed Forces over the past two years. That shows how many educated people could still function in the labor market. Failure to use this potential is a waste of a valuable resource, highly useful in the civil labor market. The results of the conducted research concern the situation and competencies in work in retirement according to the opinion of the retired officers of the Armed Forces and employers/superiors employing retired officers. Design/Methodology/Approach: The study uses the method of analysis and criticism of the literature. This made it possible to complete a bibliography related, inter alia, to competences. Additionally, a heuristic method was used to interpret the cited definitions.

Purpose: The aim of the work was to successfully define motivation and the act of motivating, but also to characterize many different kinds of the former. Based on a survey carried out among retired officers a set of data was presented, explaining the reasons for their desire to find employment after withdrawing from the army, as well as making known retirees’ opinions on their persisting willingness to keep working post-retirement. The profile of an officer of the Polish Army was also discussed. Design/methodology/approach: The research was conducted in a group of retired officers of the Polish Army in 2019-2021 using the snowball method. The study also used the method of analysis and criticism of the literature and the heuristic method, as well as the quantitative method - a questionnaire was used. The research problem was expressed in the form of a question: What factors influence the motivation of retired officers of the Polish Armed Forces to take up work after leaving the service? Findings: The termination of military service after several years of work in the Polish army may be a difficult moment for some officers, because most of their lives they worked in one organization, where there are clear and defined rules and high discipline. During their service, the officers of the Polish Armed Forces acquired valuable competences – knowledge and skills supported by experience, therefore it is important that they can still use their competence potential. It is essential that officers who will retire plan their future careers. Motivation, i.e. a set of forces and factors that are aimed at supporting an individual in certain behaviors, also plays a large role. Thanks to them, you can work towards achieving specific goals. According to the survey, retired officers take up work after leaving the service due to the desire to further use their knowledge and experience. Working in a group, contact with other people also influences the continuation of work in retirement. For some respondents, too low a retirement benefit is a factor that motivates them to look for a job. Originality/value: Results of this research should be of interest to institutions and people, who help retired officers of the Polish Armed Forces. Secondly they are also directed to officers themselves, as a support in planning their future professional career.

The aim of the paper was to determine the type and profile of the organisational culture present in a selected uniformed organisation and to indicate the desired type of culture in light of its employees’ opinions. The methods used in the research include a critical literature review, the heuristic method, the comparative method, participant observation, as well as the quantitative method: a survey questionnaire composed according to K.S. Cameron and R.E. Quinn. An analysis of the results indicated that the dominant culture in the organisation nowadays is the hierarchy culture. However, the employees would like to see changes towards reducing the impact of the hierarchy culture in favour of formulating another type of organisational culture. Yet there is no clearly marked direction of changes in which this culture is supposed to evolve. Further insightful research is needed in this respect. Hence, it could be presumed that managing this type of organisation should not be based primarily on the hierarchy culture. Whereas there must be rules and procedures in place, it is also necessary to remember that the development of an organisation and, first and foremost, its employees, can be achieved by going beyond the established patterns.