Purpose-The main goal of the article is to determine the mediating role of human resources manage... more Purpose-The main goal of the article is to determine the mediating role of human resources management (HRM) outcomes in the relationships between shaping employee work engagement and job satisfaction (SEWE&JS) and company performance results and to establish whether there are any identifiable regularities in this scope in the pre-pandemic and pandemic period in the headquarters (HQs) and foreign subsidiaries of multinational companies (MNCs). Design/methodology/approach-The empirical research included 200 MNCs headquartered in Central Europe. The raw data in the variables were adjusted with the efficiency index (EI) to capture the actual relations between the variables under study. The partial least squares structural equation modeling (PLS-SEM) was used to verify the research hypotheses and assess the mediating effects. Findings-The research findings show that the HRM outcomes positively mediate the relationships between SEWE&JS and the company performance results. HRM outcomes turned out to be a stronger mediator between SEWE&JS and company performance results in finance and quality in the HQs during the pandemic. By contrast, in the local subsidiaries, they were a stronger mediator of the relationships between the results in innovativeness and quality during the pandemic. Originality/value-In addition to confirming the results of some other researchers, the research findings also provide new knowledge. They determine the mediating role of HRM outcomes in the relationship between SEWE&JS and the three categories of company performance results, namely finance, innovativeness and quality. In addition, they identify certain regularities in the four studied contexts, which is a novelty in this type of research. A novelty is also the use of employee key performance indicators (KPIs) in the data analysis as the efficiency index in analyzing the effect of the variables under study. The value of the research is also the fact that it covers HRM in MNCs established in Central Europe, which, compared to MNCs from the Western world, is not a frequent subject of research.
Part II. HCM in the context of work virtualization and digitalization 4. Virtualization of social... more Part II. HCM in the context of work virtualization and digitalization 4. Virtualization of social relations in the organization from the employees' perspective (Joanna Cewińska, Małgorzata Striker
Purpose: The main goal of the article, identified with the main research problem, is to determine... more Purpose: The main goal of the article, identified with the main research problem, is to determine the mediating role of HRM outcomes in the relationships between employee performance appraisal (EPA) and company performance results and to establish whether there are any identifiable regularities in this scope in four specific contexts, i.e. the pre-pandemic and pandemic periods of COVID-19 in the HQs and foreign subsidiaries of MNCs. Design/methodology/approach: The empirical research included 200 MNCs headquartered in Central Europe. To capture the actual relations between the variables under study, the raw data in the variables were adjusted with the efficiency index (EI), which is a novelty in this type of research. The Partial Least Squares Structural Equation Modeling (PLS-SEM) was used to verify the research hypotheses and assess the mediating effects. Findings: EPA had a positive effect on results in HRM, finance, innovativeness and quality, both in the pre-pandemic and pandemic periods, although this effect was not always statistically significant. Furthermore, the company’s performance results in HRM mediate positively the relationships between EPA and the other three categories of company performance results, regardless of the organizational level (HQs’ or subsidiaries’) and time period under consideration. Additionally, during the pandemic, the company’s performance results in HRM mediate the relationships between EPA and the company’s performance results in innovativeness stronger than in the pre-pandemic time, both at the HQs and local subsidiaries. This suggests that the EPA used such solutions in conjunction with other HRM subfunctions that stimulated entrepreneurial, creative and innovative behavior of employees in such a way that organizations could achieve better innovation results during the crisis than before it. Research limitations/implications: The study has some limitations, including the research sample’s structure, not fully representing the general population. Only HQs respondents were asked about performance results in foreign subsidiaries, excluding local informants. The qualitative benchmarking method used is problematic, relying on comparisons instead of objective measures. Furthermore, the analysis did not consider potential differences in economic, legal, or social conditions among the various countries where foreign subsidiaries were located. Originality/value: In addition to confirming the results of some other studies, the article also provides new knowledge. It determines the mediating role of HRM outcomes in the relationship between EPA and company performance results in finance, innovativeness, and quality. Moreover, it identifies certain regularities in the four studied contexts, which is a novelty in this type of research. It also uses an innovative approach to including employee KPIs as the efficiency index in analyzing the relationships between the variables under study.
Głównym celem autorki niniejszego artykułu jest nakreślenie ogólnych ram międzykulturowych uwarun... more Głównym celem autorki niniejszego artykułu jest nakreślenie ogólnych ram międzykulturowych uwarunkowań pomiaru efektywności i skuteczności zarządzania zasobami ludzkimi (ZZL), jakie powinny być brane pod uwagę w korporacjach międzynarodowych (KMN). Determinanty kulturowe rozpatrywane są w odniesieniu do kontynentalnych modeli ZZL (europejskiego, północnoamerykańskiego, wschodnioazjatyckiego i afrykańskiego) oraz w aspekcie formułowania strategii organizacyjnych i personalnych na poziomie ogólnokorporacyjnym i lokalnym. Kultura rozumiana jest przy tym jako zbiór względnie powszechnie podzielanych wartości i przekonań, które w zasadniczy sposób determinują ludzkie postawy i zachowania, wyznaczają normy, reguły i zasady, którym powinno się podporządkować oraz nakreślają wzajemne oczekiwania i relacje między ludźmi. Z tego względu można mówić o kulturze w sensie kontynentalnym (np. kultury: europejska, amerykańska, azjatycka, afrykańska), narodowym (odnoszącym się do poszczególnych państw) czy nawet etnicznym (obejmującym grupy etniczne).
The main goal of the paper is to identify, analyze, and compare the relationships between the act... more The main goal of the paper is to identify, analyze, and compare the relationships between the activities in the field of HRM and performance results of MNCs in Eastern and Western Europe with a view to the value ascribed to human resources as a strategic competitive factor, HRM centralization practices and the importance of HRM knowledge flows between the headquarters (HQ) and their subsidiaries. The research sample covered 200 HQs of MNCs and their local subsidiaries. The empirical research results show that there are some identifiable and statistically significant differences between MNCs operating in Eastern and Western Europe within the range of relationships defined above. Our study, therefore, represents an original effort at examining these relationships.
... choćby funkcjonalne, dywizjonalne (w tym produktowe, konsumenckie, geograficzne, procesowe), ... more ... choćby funkcjonalne, dywizjonalne (w tym produktowe, konsumenckie, geograficzne, procesowe), hybrydowe, wirtualne, modularne, jak i ... Rozproszona, nie-zależna i wyspe-cjalizowana. ... Rola jednostek lokalnych Lokalne adapto-wanie wiedzy cen-trali w celu wzmacniania po ...
Human resource management (HRM) has a significant impact on companies' performance, as evidenced ... more Human resource management (HRM) has a significant impact on companies' performance, as evidenced by research conducted in multinational companies (MNCs) based in Central Europe. This book provides a unique perspective of activities conducted in the HRM field in local subsidiaries of such enterprises. It also presents results verifying many hypotheses for each of the six models for single HRM subfunctions and their four relationships with the results of company performance. Particular chapters are devoted to activities including staffing the organization, shaping employee work engagement and job satisfaction, conducting employee performance appraisal, employee development, managerial staff development, and employer branding. The author used the Partial Least Squares Structural Equation Modeling to verify the research hypotheses. Readers will acquire knowledge about HRM practices in organizations in which the overwhelming ownership capital belongs to MNCs headquartered in Central Europe. The research findings presented confirm the positive impact that HRM activities have on the results of this type of enterprise in such areas as finance, quality, innovation, and HRM itself. The research also sheds light on the new, interesting regularities identified in this regard, e.g. the perception of human factor as a competitive factor. This book will be of interest to academics, researchers, and advanced or postgraduate students who are interested in the latest research on HRM in MNCs in the region of Central Europe.
Purpose-The main goal of the article is to determine the mediating role of human resources manage... more Purpose-The main goal of the article is to determine the mediating role of human resources management (HRM) outcomes in the relationships between shaping employee work engagement and job satisfaction (SEWE&JS) and company performance results and to establish whether there are any identifiable regularities in this scope in the pre-pandemic and pandemic period in the headquarters (HQs) and foreign subsidiaries of multinational companies (MNCs). Design/methodology/approach-The empirical research included 200 MNCs headquartered in Central Europe. The raw data in the variables were adjusted with the efficiency index (EI) to capture the actual relations between the variables under study. The partial least squares structural equation modeling (PLS-SEM) was used to verify the research hypotheses and assess the mediating effects. Findings-The research findings show that the HRM outcomes positively mediate the relationships between SEWE&JS and the company performance results. HRM outcomes turned out to be a stronger mediator between SEWE&JS and company performance results in finance and quality in the HQs during the pandemic. By contrast, in the local subsidiaries, they were a stronger mediator of the relationships between the results in innovativeness and quality during the pandemic. Originality/value-In addition to confirming the results of some other researchers, the research findings also provide new knowledge. They determine the mediating role of HRM outcomes in the relationship between SEWE&JS and the three categories of company performance results, namely finance, innovativeness and quality. In addition, they identify certain regularities in the four studied contexts, which is a novelty in this type of research. A novelty is also the use of employee key performance indicators (KPIs) in the data analysis as the efficiency index in analyzing the effect of the variables under study. The value of the research is also the fact that it covers HRM in MNCs established in Central Europe, which, compared to MNCs from the Western world, is not a frequent subject of research.
Part II. HCM in the context of work virtualization and digitalization 4. Virtualization of social... more Part II. HCM in the context of work virtualization and digitalization 4. Virtualization of social relations in the organization from the employees' perspective (Joanna Cewińska, Małgorzata Striker
Purpose: The main goal of the article, identified with the main research problem, is to determine... more Purpose: The main goal of the article, identified with the main research problem, is to determine the mediating role of HRM outcomes in the relationships between employee performance appraisal (EPA) and company performance results and to establish whether there are any identifiable regularities in this scope in four specific contexts, i.e. the pre-pandemic and pandemic periods of COVID-19 in the HQs and foreign subsidiaries of MNCs. Design/methodology/approach: The empirical research included 200 MNCs headquartered in Central Europe. To capture the actual relations between the variables under study, the raw data in the variables were adjusted with the efficiency index (EI), which is a novelty in this type of research. The Partial Least Squares Structural Equation Modeling (PLS-SEM) was used to verify the research hypotheses and assess the mediating effects. Findings: EPA had a positive effect on results in HRM, finance, innovativeness and quality, both in the pre-pandemic and pandemic periods, although this effect was not always statistically significant. Furthermore, the company’s performance results in HRM mediate positively the relationships between EPA and the other three categories of company performance results, regardless of the organizational level (HQs’ or subsidiaries’) and time period under consideration. Additionally, during the pandemic, the company’s performance results in HRM mediate the relationships between EPA and the company’s performance results in innovativeness stronger than in the pre-pandemic time, both at the HQs and local subsidiaries. This suggests that the EPA used such solutions in conjunction with other HRM subfunctions that stimulated entrepreneurial, creative and innovative behavior of employees in such a way that organizations could achieve better innovation results during the crisis than before it. Research limitations/implications: The study has some limitations, including the research sample’s structure, not fully representing the general population. Only HQs respondents were asked about performance results in foreign subsidiaries, excluding local informants. The qualitative benchmarking method used is problematic, relying on comparisons instead of objective measures. Furthermore, the analysis did not consider potential differences in economic, legal, or social conditions among the various countries where foreign subsidiaries were located. Originality/value: In addition to confirming the results of some other studies, the article also provides new knowledge. It determines the mediating role of HRM outcomes in the relationship between EPA and company performance results in finance, innovativeness, and quality. Moreover, it identifies certain regularities in the four studied contexts, which is a novelty in this type of research. It also uses an innovative approach to including employee KPIs as the efficiency index in analyzing the relationships between the variables under study.
Głównym celem autorki niniejszego artykułu jest nakreślenie ogólnych ram międzykulturowych uwarun... more Głównym celem autorki niniejszego artykułu jest nakreślenie ogólnych ram międzykulturowych uwarunkowań pomiaru efektywności i skuteczności zarządzania zasobami ludzkimi (ZZL), jakie powinny być brane pod uwagę w korporacjach międzynarodowych (KMN). Determinanty kulturowe rozpatrywane są w odniesieniu do kontynentalnych modeli ZZL (europejskiego, północnoamerykańskiego, wschodnioazjatyckiego i afrykańskiego) oraz w aspekcie formułowania strategii organizacyjnych i personalnych na poziomie ogólnokorporacyjnym i lokalnym. Kultura rozumiana jest przy tym jako zbiór względnie powszechnie podzielanych wartości i przekonań, które w zasadniczy sposób determinują ludzkie postawy i zachowania, wyznaczają normy, reguły i zasady, którym powinno się podporządkować oraz nakreślają wzajemne oczekiwania i relacje między ludźmi. Z tego względu można mówić o kulturze w sensie kontynentalnym (np. kultury: europejska, amerykańska, azjatycka, afrykańska), narodowym (odnoszącym się do poszczególnych państw) czy nawet etnicznym (obejmującym grupy etniczne).
The main goal of the paper is to identify, analyze, and compare the relationships between the act... more The main goal of the paper is to identify, analyze, and compare the relationships between the activities in the field of HRM and performance results of MNCs in Eastern and Western Europe with a view to the value ascribed to human resources as a strategic competitive factor, HRM centralization practices and the importance of HRM knowledge flows between the headquarters (HQ) and their subsidiaries. The research sample covered 200 HQs of MNCs and their local subsidiaries. The empirical research results show that there are some identifiable and statistically significant differences between MNCs operating in Eastern and Western Europe within the range of relationships defined above. Our study, therefore, represents an original effort at examining these relationships.
... choćby funkcjonalne, dywizjonalne (w tym produktowe, konsumenckie, geograficzne, procesowe), ... more ... choćby funkcjonalne, dywizjonalne (w tym produktowe, konsumenckie, geograficzne, procesowe), hybrydowe, wirtualne, modularne, jak i ... Rozproszona, nie-zależna i wyspe-cjalizowana. ... Rola jednostek lokalnych Lokalne adapto-wanie wiedzy cen-trali w celu wzmacniania po ...
Human resource management (HRM) has a significant impact on companies' performance, as evidenced ... more Human resource management (HRM) has a significant impact on companies' performance, as evidenced by research conducted in multinational companies (MNCs) based in Central Europe. This book provides a unique perspective of activities conducted in the HRM field in local subsidiaries of such enterprises. It also presents results verifying many hypotheses for each of the six models for single HRM subfunctions and their four relationships with the results of company performance. Particular chapters are devoted to activities including staffing the organization, shaping employee work engagement and job satisfaction, conducting employee performance appraisal, employee development, managerial staff development, and employer branding. The author used the Partial Least Squares Structural Equation Modeling to verify the research hypotheses. Readers will acquire knowledge about HRM practices in organizations in which the overwhelming ownership capital belongs to MNCs headquartered in Central Europe. The research findings presented confirm the positive impact that HRM activities have on the results of this type of enterprise in such areas as finance, quality, innovation, and HRM itself. The research also sheds light on the new, interesting regularities identified in this regard, e.g. the perception of human factor as a competitive factor. This book will be of interest to academics, researchers, and advanced or postgraduate students who are interested in the latest research on HRM in MNCs in the region of Central Europe.
Quote as: M. Stor (Ed.), Human capital management in the wandering context of events-challenges f... more Quote as: M. Stor (Ed.), Human capital management in the wandering context of events-challenges for the managerial staff. Wroclaw: Publishing House of Wroclaw University of Economics and Business.
Human Capital Management in the Wandering Context of Events - Challenges for the Managerial Staff., 2022
Quote as: M. Stor (Ed.), Human capital management in the wandering context of events-challenges f... more Quote as: M. Stor (Ed.), Human capital management in the wandering context of events-challenges for the managerial staff. Wroclaw: Publishing House of Wroclaw University of Economics and Business.
Human resource management (HRM) has a significant impact on companies' performance, as evidenced ... more Human resource management (HRM) has a significant impact on companies' performance, as evidenced by research conducted in multinational companies (MNCs) based in Central Europe. This book provides a unique perspective of activities conducted in the HRM field in local subsidiaries of such enterprises. It also presents results verifying many hypotheses for each of the six models for single HRM subfunctions and their four relationships with the results of company performance. Particular chapters are devoted to activities including staffing the organization, shaping employee work engagement and job satisfaction, conducting employee performance appraisal, employee development, managerial staff development, and employer branding. The author used the Partial Least Squares Structural Equation Modeling to verify the research hypotheses.
Readers will acquire knowledge about HRM practices in organizations in which the overwhelming ownership capital belongs to MNCs headquartered in Central Europe. The research findings presented confirm the positive impact that HRM activities have on the results of this type of enterprise in such areas as finance, quality, innovation and HRM itself. The research also sheds light on the new, interesting regularities identified in this regard, e.g. the perception of human factor as a competitive factor. This book will be of interest to academics, researchers, and advanced or postgraduate students who are interested in the latest research on HRM in MNCs in the region of Central Europe.
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Readers will acquire knowledge about HRM practices in organizations in which the overwhelming ownership capital belongs to MNCs headquartered in Central Europe. The research findings presented confirm the positive impact that HRM activities have on the results of this type of enterprise in such areas as finance, quality, innovation and HRM itself. The research also sheds light on the new, interesting regularities identified in this regard, e.g. the perception of human factor as a competitive factor. This book will be of interest to academics, researchers, and advanced or postgraduate students who are interested in the latest research on HRM in MNCs in the region of Central Europe.