Purpose: Developing a strong, favourable employer brand of a retail chain may be regarded as an important means of creating a competitive advantage. Retail chains should attract personnel with desired competence required for their particular purposes. The retail sector in Poland is perceived as a strongly disliked employer. Thus employer branding can be an important element of strategies adopted by retail chains operating in Poland.
The main objective of this paper is to analyse the development of employer branding strategies implemented by selected global retailers operating in Poland and the impact of such strategies on their respective competitive positions in the Polish market. The time frame for the analysis is the period of 2009–2014.
Research design and methods: In addition to a review of the literature on the development of employer brands, this paper includes a case study of a few global retail chains operating in Poland.
The paper is based on the assumption that retail chains pursue competitive advantage by developing employer brand strategies.
Implications and recommendations: A continued engagement in strategic activities in the field of employer branding is very important for retail chains. Decision makers need to pay special attention to the promotion of their retail chains as a good workplace, using employer branding techniques.
In developed economies, where the work input exceeds the physical input, the lack of harmonised and standardised rules of human capital assessment is visible. The mentioned indicates the deficit of an important part of the comprehensive value-added assessment. What do we lose by ignoring the important part of the employee’s value added in the working process? Companies underestimate the employee’s human capital input. Consequently, society typically does not recognize invisible sources of value added in companies. The goals of this article are to highlight the missing human capital (HC) element at the company level assessment and to raise the awareness about its importance. By analysing existing methods of coping with the mentioned challenge, no harmonised solution is evident. By the increasing share of the service sector, emphasis on the HC element should be monitored more closely. The article focuses on the missing and invisible human capital elements in the framework of the value added; it offers suggestions for inclusion of the human capital factor in the process of company’s value added assessment as well as reflections on further steps in this direction.
In light of globalization and modern business, companies are typically exposed to challenges caused by unpredictable and complex competitive environments. The business environment, with global trends and stringent competition in the world market, now faces significant changes that companies should introduce into their current business operations. Among them, the human resource management of knowledge employees has become extremely important. The main aim of this article is to establish the impact of components of knowledge management on work engagement of employees in Slovenian companies. In the empirical part of the research, a sample of 112 Slovenian companies was obtained. Senior managers of companies and their employees were surveyed, using the questionnaire developed based on existing measurement scales. The results will help us to better understand the importance of knowledge management in Slovenian companies and its importance as a business strategy that must be fully integrated within all of the employees’ related processes of the company.
In the literature on management, engagement is generally discussed in the context of cooperation with paid employees. This article focuses on the rarely analyzed issue – developing the engagement of nonprofit members. Research was carried out on this subject in the association in Zielona Góra, where deficits were found in that area. The aim of the article is to determine the reasons for the low engagement among SPOzZD members, to identify their expectations towards the functioning of the Association as well as to indicate activities that could encourage further engagement of these members, which can be implemented by representatives of the Board. The case study method was used.
Mentoring is the process of exchanging knowledge, experience and values between a more and less experienced member of the organization. It is sometimes used in business entities, but according to the authors, it is worth pointing out its potential utility in the nonprofit sphere. It can contribute to increasing the efficiency of third sector organizations, both indirectly, by improving the competences of the staff, and directly - at work with the beneficiaries. The article presents a model of formal mentoring in nonprofit organizations. It consists of 11 stages and takes into account the specificity of such entities, e.g. financial constraints, a shortage of mentors familiar with the specifics of the nonprofit organizations, fears of introducing formalized techniques associated with the commercial sector, irregular work modes of volunteers and other employees of non-governmental entities organizations and the lack of time connected with it.
The present research, based on a national representative survey analysis of SMEs (that is, small and medium enterprises) from Romania, focuses on the main factors influencing companies’ outsourcing. It considers the following dimensions of outsourcing: organizational characteristics, environmental characteristics, relational capabilities, and institutional networks. The results suggest that the younger the SMEs and the more stable their relationship with local institutions, the more likely is for them to adopt outsourcing solutions. Moreover, those SMEs that have secondary offices and have some cooperation with the state also rely on outsourcing. Our results suggest that sector membership also proves to be a signifficant factor in outsourcing. We ffind that the highest percentage of outsourcing was done in construction, industry as well as hotels and restaurants sectors.
Background: The aging of the European population is a demographic trend reflected in the ever-growing number of older employees. This paper introduces the importance of motivation and satisfaction in the workplace among age diverse employees in Slovenian companies.
Objectives: The goal is to investigate the differences between the motivation and satisfaction of employees from different age groups in the workplace.
Methods/Approach: The paper is based on research including a survey of two age groups of employees in Slovenia. We employed the Mann-Whitney U test to verify differences in the motivation and satisfaction in the workplace between the two groups.
Results: Older employees are more motivated by flexibility in the workplace; autonomy at work; good interpersonal relationships in the workplace; the possibility of working at their own pace; respect among employees; equal treatment of employees regardless of their age. They are more satisfied with interpersonal relationships in the company; their work; working hours and the distribution of work obligations; and facilitation of the self-regulation of the speed of work performed.
Conclusions: Motivation and satisfaction change as individuals age. Using this information, managers and employers can apply appropriate measures to contribute to employees’ well-being and better workplace performance, better working relationships with colleagues, higher productivity, and greater creativity.
The aim of this paper is to analyze the employment-related real income gaps according to the education level reached by the working population during the 1997–2017 period. Using a panel methodology (pseudo-cohorts) it sums up that throughout recession, employment-related real income gaps by education level are wider, amplifying income inequality. During the economic boom the narrowing of the gap was due to the weak growth in skilled employment that did not manage to recover the pre-crisis values. This phenomenon is typical of a labour market structure with less skilled employment demand than its increasing supply. The employment-related difference in reduction of the real income gaps is exclusively reflected by a decline in employees from the highest education segment. The whole of tertiary education although with less intensity, replicates its trend. Not only educational credentials increase future employment-related income but also starting then not completing a university degree provides a significant disparity. Gender control shows a sharp drop in its determination.
A recent survey found that the unadjusted average hourly net wage rate of female employees in Kosovo exceeded that of male employees. This reverse gender wage gap makes Kosovo a curiosity, though results from other countries suggest that there is an inverse relationship between the size of the gender pay gap in a country and its female labour force participation rate. In the analysis below we estimate earning functions for female and male employees in Kosovo. Using decomposition analyses we then examine the size of the explained and unexplained gender wage gaps. A novel feature of the investigation is that we incorporate into the analysis gender differences in the allocation of time. We find that the superior productivity-related characteristics of female employees in Kosovo hides the magnitude of the difficulties they still face in the labour market. Hence, we conclude that once we focus on workers with similar observed productivity-related characteristics, women in Kosovo are paid significantly less than men.
Career anchors represent the internal constellations of motives, needs and career goals of individuals. It is of great importance to identify person’s career anchor and according to it, to design career management practices. Furthermore, if there is congruence between career anchor and job related characteristics, many positive outcomes such as job satisfaction, organizational commitment, low turnover intentions, etc. may emerge. The aim of this paper is to identify which one of nine defined career anchors is dominant career anchor of secondary school teachers as public sector employees and how they differ in terms of demographic factors such as gender, age and work experience. In order to achieve this goal, empirical research was conducted using a sample of 44 secondary school teachers from one town. The descriptive statistic’s results indicated that the dominant career anchor of secondary school teachers is security – job tenure, followed by service and lifestyle career anchors. Non-parametric tests were applied for the assessment of statistically significant differences between demographic groups. Female teachers and teachers between 41 and 50 years expressed higher levels of importance of security – job tenure career anchor, but teachers with work experience lesser than 15 years showed higher levels of importance of security – geographic. The findings of this study add new contribution to the literature and career management practices in Serbia.