Contemporary views of adapting competency management in the public sector emphasize its role as an important factor in the success of public organizations. At the same time, in many countries, unpredictable changes in the institutions, legislation, and rules of government result in the political uncertainty, influencing the conditions for applying competency management in public organizations. However, there has been little research into competency management in these organizations under conditions of political uncertainty. The aim of this study was to explore the practice of competency management in public administration under conditions of political uncertainty. Analysis of semi-structured interviews conducted in public administration organizations revealed a hidden mechanism that leads to erosion of competency management. The findings reinforce the need for a deeper study of the reasons for failures in the implementation of competency management and also of the impact of situational factors and organizational characteristics on its practice in public organizations.

Trainings as well as their impact on employability and employees’ performance have been the subject of interest of theoreticians and practitioners of management for a long time. However, according to the literature study, the outcomes of employees’ trainings also depend on the applied style of leadership as well as on the quality of relationships between supervisors and subordinates. This paper tries to answer the question: what are the relationships between transformational leadership, the quality of supervisors’ relationships with subordinates, employees’ trainings and employability, employees’ quality and effort of work in public organizations? This aim will be achieved by presenting the results of literature study and empirical research carried out in public organizations. <font size="2">¹The research project has been financed with the funds of the National Centre for Science granted under the Decision No. DEC‑2013/11/B/HS4/00561.</font>

The transformation of Poland's public organisations poses new challenges for their employees. Growing social expectations regarding the quality of social services increase the importance of employees' development and commitment. This requires that special attention be paid to the learning value of the job, which not only enhances employees' commitment to the organisation but also positively influences their development and job satisfaction. This paper attempts to answer the question: what is the extent of the learning value of jobs in organisations in the public sector and is the learning value of the job connected with organisational commitment of employees and their job satisfaction? Empirical research is used in service to answering these questions.

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The relation of human resource management to the structural dimension of an organisation has aroused interest of researchers for a  long time. The organisational structure creates conditions for HRM, it describes allocation of tasks and responsibilities, determines the applied HRM tools, and as a result, it also decides about possibilities of employability enhancement in an organisation. This paper attempts to answer the question: what is the relationship between certain features of organisational structures and employability of public organisations’ employees.  This aim will be achieved by presenting the results of empirical research concerning features of organisational structures and their ties with employability of employees carried out in labour offices, social welfare centres and municipal offices.