Military Organization Leader Competence

Balcerzyk, Dorota; Zapała, Magdalena

doi:10.5604/01.3001.0013.8780

Cited by 3 publications

(3 citation statements)

References 6 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Many authors agreed that more good quality, quantitative data on gamification is needed, as most of the available knowledge comes from case studies, presentations and conference proceedings (Balcerak, 2015;Seaborn & Fels, 2015;Werbach & Hunter, 2012). Armstrong et al (2016) went as far as to state that experimental methods specifically should be employed whenever there is an opportunity.…”

Section: Theoretical Implicationmentioning

confidence: 99%

“…Moreover, a study with numerous samples could be performed to test not just individual performance levels, but organizational ones as well. As the criticism of gamification is still strong and some are willing to call it just a management fashion or even management fad (Balcerak, 2015), it would be important to provide further empirical evidence and quantitative data in this field. As evidence on non-narrative and narrative gamifications impact on job performance management in the sales context is limited (Hamari et al, 2014;Pedreira et al, 2015), a further study of the issue is required.…”

Section: Limitation and Future Researchmentioning

confidence: 99%

“…Although the term remains ambiguous, an increasing number of fields, such as education, learning and knowledge management (Allam & Sutton, 2017;Domínguez et al, 2013), marketing, social media (Palmer, 2013), public health (Snyder & Hartig, 2013), business, and the work environment (Hamari, Koivisto, & Sarsa, 2014) have been gamified in order to increase engagement and motivation and create a pleasurable experience. However, little remains known about the actual impact of gamification on employee behavior and performance, as a great deal of knowledge is based on business case studies and conference papers (Balcerak, 2015;Seaborn & Fels, 2015;Werbach & Hunter, 2012). According to the annual Richardson Report (Melin, 2016), the current time may be the most difficult and challenging period for sales representatives and the right attitudes of the sales staff may be the way to meet most of these challenges.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Narrative Gamification as a Method of Increasing Sales Performance: A Field Experimental Study

Grobelny¹,

Smierzchalska²,

Czapkowski³

2018

IJARBSS

View full text Add to dashboard Cite

There is ongoing dispute whether gamification is an effective tool in increasing sales performance. Furthermore, there is a lack of evidence of gamification being a job performance management tool. After the discussion of elements of gamification (with a focus on narration) and the mechanism of this procedure, a field study was conducted to investigate whether implementing narrative gamification within a company will increase sales performance. The study involved 81 employees of two comparable franchise units. Over a period of two months, in one franchisee the employees were working on their regular basis, while narrative gamification took place in the second franchisee. The basic measures were the sales volume data and sales change rates of the two telecommunications products. Tests for difference and effect size were employed. The results of the intervention conducted have shown that narrative gamification had a positive impact on sales performance after two months. Not only did the sales performance in the gamified franchisee increase, but the increase exceeded that of the other franchisee.

show abstract

Section: Theoretical Implicationmentioning

confidence: 99%

Section: Limitation and Future Researchmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Narrative Gamification as a Method of Increasing Sales Performance: A Field Experimental Study

Grobelny¹,

Smierzchalska²,

Czapkowski³

2018

IJARBSS

View full text Add to dashboard Cite

show abstract

The Influence of Organizational Culture on Human Capital Development of Polish Army Officers in the Context of Post-Service Employment

Rzepecka

2023

Studia Humana

View full text Add to dashboard Cite

Organizational culture paves the way for employees, shows how one should function in a given organization – it aims to keep it together by adhering to similar values. Thanks to conditions prevailing there, specific rules employees know how they can perform their duties, properly cooperate with others and also how looks like the possibility of professional development, which is very important in the development of human capital. Human capital is people, their skills, creativity and qualifications. Development of capital through competence development has a positive impact on further functioning of the organization, but also on the satisfaction of employees themselves. In the case of retired officers of the Polish Army, who acquired specialized knowledge and valuable skills during their service, it is important to use their capital after the end of service. They can be supplemented with additional courses, training that will enrich their existing potential, and also enable them to find work in the civilian market. A survey was conducted among retired Army officers and employers/supervisors hiring retired officers from 2019 to 2021. The snowball method was used. A qualitative method was used – a survey questionnaire.

show abstract

Competencies and expectations of a woman leader

Balcerzyk,

Ludviček

2024

SJMULF

View full text Add to dashboard Cite

The main objective of the research presented in this paper was to identify the managerial competencies of a woman leader. The first part of this paper explores the issue of leader competencies as they appear in the management literature. On the basis of the conducted research, the second part attempts to answer the question: which competencies are the most important for the leadership role of women in contemporary organisational reality? Women have the competence potential to be leaders and to be equally as successful as men. In view of the results of the literature review and the conclusions of the survey conducted among the employees of the organisation under research, it was largely possible to confirm the above thesis. Women are able to fulfil themselves in the aforementioned organisation, succeeding in leadership positions with adequate competence and knowledge. However, there are still quite a few barriers they still have to overcome. Introducing an explicit gender equality policy in the organisation would result in increasingly better results. This paper presents the results of research carried out by a company operating throughout Poland. The findings are very interesting and encourage research on a larger scale. They represent a valuable source of information for managers responsible for working with executives, their functioning and the achievement of the set organisational goals. In turn, for those responsible for recruiting managers, the findings may be useful in terms of developing a profile of the manager/team leader, particularly in identifying key soft competencies.

show abstract

Military Organization Leader Competence

Cited by 3 publications

References 6 publications

Narrative Gamification as a Method of Increasing Sales Performance: A Field Experimental Study

Narrative Gamification as a Method of Increasing Sales Performance: A Field Experimental Study

The Influence of Organizational Culture on Human Capital Development of Polish Army Officers in the Context of Post-Service Employment

Competencies and expectations of a woman leader

Contact Info

Product

Resources

About