Elastyczność zachowań organizacyjnych pracowników. Koncepcja i metodyka badań

Januszkiewicz, Katarzyna

doi:10.18778/8088-999-6

Cited by 5 publications

(2 citation statements)

References 37 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Although intra-organizational mobility has interested management theorists and practitioners for many years (March & Simon, 1958;Webster & Beehr, 2013;Jackofsky & Peters, 1983;Forbes, 1987), it is still poorly and imprecisely defined. It is worth highlighting that when interpreting the concept of "employee mobility," some authors use synonymous terms such as turnover (Dalton & Todor, 1987, Jackofsky, 1984, flexibility (Januszkiewicz, 2018), job mobility (Kalleberg & Mastekaasa, 2001) or intra-organizational mobility (Webster & Beehr, 2013). In the literature addressing the problem of employee mobility within an organization, there is often disagreement about the core of the definitional term.…”

Section: Intra-organizational Mobilitymentioning

confidence: 99%

Motivational function of intraorganizational mobility employee (IME)

Bednarska-Wnuk

2023

Management (Split, Online)

View full text Add to dashboard Cite

This article presents proposals for organizational solutions that can motivate HR managers and employees in the context of intra-organizational mobility. This proposal for empirically tested organizational solutions will help to understand which factors should be used to exploit the potential of competencies to motivate work and prevent the effects of monotonous and monotypic work. These solutions were developed in two-stage empirical research. After defining the test items based on the literature, the first stage was initiated. In this stage, the Delphi method was used, in which 29 experts participated. After the completion of the first research phase, the second phase was initiated. This stage was directed to HR managers of medium and large organizations. As a result, we received responses from 401 organizations in Poland. During the empirical research, a catalog of solutions managers can use to motivate employees in intra-organizational mobility was created. These solutions can also be used to determine whether the introduced intra-organizational mobility has a motivational function. The theoretical and practical findings presented in the article also show that these elements are essential for those organizations that want to exploit the potential of their employees based on conscious and intentional intra-organizational mobility activities. This relates to the organization’s activities to implement solutions in this area. This research has some limitations, especially concerning the lack of evaluation of the constructs proposed by the author - organizational solutions as part of the motivational function of intra-organizational mobility by HR managers.

show abstract

Section: Intra-organizational Mobilitymentioning

confidence: 99%

Motivational function of intraorganizational mobility employee (IME)

Bednarska-Wnuk

2023

Management (Split, Online)

View full text Add to dashboard Cite

show abstract

“…The flexibility of the organisational behaviour of employees should be understood in this approach as a manifested change in behaviour that fosters either a development, or maintains the position of, an employee with regard to his/her potential and the potential of the organisation in which he/she is employed. The frequency of change determines the level of flexibility, while its scope determines the type of flexibility of organisational behaviour of employees (Januszkiewicz, 2018). Such a conceptual framework for flexibility was the basis for identifying the indicators of flexible behaviour described in the literature and assigning them to individual dimensions (Table 1).…”

Section: Indicators Of Fobementioning

confidence: 99%

Understanding flexibility – dimensions of employee behavior flexibility

Januszkiewicz

2022

International Journal of Contemporary Management

Self Cite

View full text Add to dashboard Cite

Purpose The purpose of this article is to present a model of flexible organisational behaviour of employees [FOBE], which is a proposal for a consistent description of employee flexibility. In accordance with the assumptions adopted, the empirical analysis in this work covers the dimensions of flexibility described as a cluster of indicators, not separate incidents of behaviour. Design/methodology/approach The theoretical model is based on in-depth literary studies in the field of psychology, sociology and management. The empirical verification is based on the methodology of quantitative research. Findings The findings confirm the existence of links between the behavioural indicators assigned to individual dimensions of flexibility. In most cases, this is a statistically significant and positive correlation. It should be noted, however, that the strength of relationships between indicators in individual dimensions is diverse, and in addition, trans-dimensional statistical dependencies have also been noted. Such a state may result, among others, from the fact that diverse behaviours may have a common source in a specific organisational solution. The results of the statistical analysis also confirm the heterogeneity of behavioural flexibility and the legitimacy of separating it into four dimensions. Originality/value In the theoretical model, flexibility is treated as a heterogeneous category, thanks to which, in the empirical dimension based on identified indicators, it becomes possible not only to determine the general level of flexibility of behaviour but also the flexibility in these dimensions (task-oriented, functional, temporal, and spatial).

show abstract

Boundaryless Career: Research Perspectives

Bednarska-Wnuk

2020

KREM

View full text Add to dashboard Cite

Objective: The purpose of the article is to identify and describe the main constructs of a boundaryless career -psychological mobility, a boundaryless mindset, and organisational mobility. In its empirical layer, the aim is to determine the relationship between these constructs and to determine whether they depend on such independent variables as gender and age. Research Design & Methods:The article presents the results of quantitative research, which was conducted among 259 employees by means of a questionnaire. Findings: The respondents are characterised by a well-developed boundaryless mindset and a low level of organisational mobility. Women and men exhibited equal levels for both constructs, while for particular age categories the levels vary. The vast majority of respondents do not wish to pursue careers in only one organisation. Implications / Recommendations: Contemporary employees are characterised by openness and readiness to change, are eager to learn new things, have high expectations regarding their own employability, and are looking for development paths outside their current workplace. Contribution: The research provides important guidance for organisations in the context of employees' behaviour in the labour market.

show abstract

Elastyczność zachowań organizacyjnych pracowników. Koncepcja i metodyka badań

Cited by 5 publications

References 37 publications

Motivational function of intraorganizational mobility employee (IME)

Motivational function of intraorganizational mobility employee (IME)

Understanding flexibility – dimensions of employee behavior flexibility

Boundaryless Career: Research Perspectives

Contact Info

Product

Resources

About