Employability management practices in the Polish ICT sector

Marzec, Izabela; Heijden, B.I.J.M. van der; Scholarios, Dora; Schoot, Esther van der; Jędrzejowicz, Piotr; Bozionelos, Nikos; Epitropaki, Olga; Knauth, Peter; Mikkelsen, Aslaug; Heijde, C.M. van der

doi:10.1080/13678860903274539

Cited by 13 publications

(11 citation statements)

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“…Kvalitatív módszertan mellett döntöttünk, mivel úgy véltük, hogy ez a megközelítés alkalmas leginkább a kisvállalatokban zajló tanulási folyamatok kutatására (Short & Gray, 2018). A kutatás földrajzi fókusza önmagában is fontos tényező, mert a közép-európai átmeneti gazdaságokban nagyon kevés empirikus kutatás foglalkozott a KKV-k EEM-gyakorlatával (Gittins & Fink, 2015;Marzec et al, 2009;Pollard & Svarcova, 2009;Psychogios et al, 2016;Richbell et al, 2010;Zientara, 2009;Kárpátiné Daróczi et al, 2016).…”

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“…Továbbá a cégtulajdonosokkal készített interjú gyakori kutatási módszer a KKV-k EEF-folyamatait vizsgáló tanulmányok esetében (ld. Beaver & Lashley, 1998;Coetzer & Perry, 2008;Keogh et al, 2005;Kerr & McDougall, 1999;Marzec et al, 2009;Panagiotakopoulos, 2011;Perry et al, 2010). Feltételeztük, hogy a tulajdonosnak jelentős szerepe van az EEF-gyakorlatok kialakításában, és a tulajdonos -a vállalkozás kis mérete miatt -e gyakorlatokról valós és hiteles képet tud adni.…”

Section: Cikkek Tanulmányokunclassified

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A kicsi szép? Tanulás és fejlődés a kisvállalkozásokban

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Kulcsszavak: kisvállalkozások, munkahelyi tanulás, formális és informális tanulás, kapcsolati háló, kvalitatív kutatás This article investigates the process of workplace learning in small firms in a Hungarian context. The exploratory study focuses upon two small firm-specific factors having a crucial impact on workplace learning, namely the role of the owner/ manager and the role of networks in small firms' learning. Building upon 11 semi-structured qualitative interviews with owners/managers of small businesses, the study addresses three main research questions: (1) What specificities of workplace learning in small firms can be identified? (2) What role does the owner/manager play in shaping the learning environment in small businesses? (3) How can the owner/manager's networking activities contribute to effective learning in small businesses? The results suggest that, although often not addressed as learning, small business owners very consciously develop and manage the learning process and environment in their firms.

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Section: Cikkek Tanulmányokunclassified

A kicsi szép? Tanulás és fejlődés a kisvállalkozásokban

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“…Finally, previous literature suggests that organizational, occupational and personal characteristics can influence the chances employees get for increasing their employability in the workplace (De Vries et al ., ; Van der Heijden et al ., ). Evidence suggests that investments in formal training are higher in larger companies (Waddoups, ), and in high technology and knowledge‐intensive sectors (Marzec et al ., ). Furthermore, the most varied employability practices were found in the smallest firms where work design often allows an higher degree of job enrichment, task rotation and job enlargement (Patton et al ., ).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

The role of perceived workplace development opportunities in enhancing individual employability

Martini

Cavenago

2016

Int J Training Development

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This paper explores the effects on workers’ employability of workplace development opportunities during employment as perceived by the workers themselves. Data was collected through a survey conducted in 2012 in Italy using a sample of 558 workers. The aim was to test the effects of participation in training courses, workplace learning opportunities and career development support on career development in 2013. Results show that the main predictors of subjective career success are related to the career development support provided by supervisors, including mentoring and career counselling, and workplace learning opportunities provided through processes of job enrichment, job enlargement and job rotation. By contrast, participation in training courses does not bring any significant effects. The study also reveals that employees’ opportunities for increasing their employability in the workplace depend on a number of personal and occupational characteristics. The study reaches the conclusion that firms can play a significant role in enhancing the career success of an individual and that employability can been encouraged by a mix of on‐the‐job workplace development opportunities.

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“…The enhancement of employability positively impacts their employees' sense of job security, because employees know that even if they lose their job, they will be able to quickly find a new satisfactory job (Fugate and Kinicki, 2008, p. 506). High employability raises the chances of an employee for a career success (Fugate and Kinicki, 2008;Marzec et al, 2009;Marzec andVan der Heijden, 2003, Marzec, 2015). On the other hand, it brings considerable advantages for organizations.…”

Section: Towards the Employability Enhancement Model In The Healthcarmentioning

confidence: 99%