Taking into consideration established directions of strategic actions and the need to exploit enterprises of custom employment statuses in practice, we would like to examine the alternative in the more detailed way above the vocational activation of people over 45 years old with the temporary work. The purpose of the study formulated in this way allows validating the research hypothesis which is: the temporary work doesn’t constitute the important instrument of supporting the occupational activity of people who are 45 years old. Above all features the shown population will be a base of conducted deliberations, a tendency to work in custom employment statuses and scale of exploiting this form of the occupational activity in Poland.
The aim of the study is that evaluate the situation of young people on the labor market in Poland and the European Union, as well as to identify the main determinants have an impact That on it. As is clear from the study, in comparison to the average in the countries of European Union, the situation of young people in Poland is even more difficult, as evidenced by Analyzed in this elaboration parameters characterizing both economic activity and unemployment. In Celui improve the competitive position of young people, it is necessary to implement a series of actions, especially those that enable them to acquire skills in line with the expectations of employers. In the analyzes Assumed ages 15-24 years. The lower limit of age is specified to polish law of so-called the minimum age at Which you can hire an employee, and the upper limit-is consistent with international findings.
Population aging phenomenon, which takes place globally, forces organisations to change their approach to human resource management. An interest in humanistic approach to management issues, including human resource management, that has been recently popular among HR experts, became the starting point for the analysis presented in this paper. It seems that jobcoaching is closely connected with this notion, which is aimed at understanding and improving the lot of human in the world of organisation, especially when people have the possibility to be active on the labour market for a longer time. Similarly, as in case of the basic assumptions of the humanistic approach to management, jobcoaching puts to the fore the need to understand the personal experience of the members of the organisation. The purpose of this paper is to present the jobcoaching as a method of age management in organisations. The paper verifies a research hypothesis, that in systematically changing conditions of the organisation, the use of jobcoaching can improve the company’s operations, as well as it can be a starting point for changing the attitudes of employees and employers to the situation prevailing in the environment.
The importance of professional training cannot be overemphasized. In any organization, it is conducive to a better implementation of the tasks, and through it – increasing efficiency. For those directly involved – employees – lifelong learning is the premise of job retention. The aim of this paper is to present the results of research study – both quantitative and qualitative – describing ways in which employers may support employees’ educational activity.