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CREATING INNOVATION IN THE ORGANIZATION: THE ROLE OF HUMAN RESOURCE MAN-AGEMENT
Tytuł:CREATING INNOVATION IN THE ORGANIZATION: THE ROLE OF HUMAN RESOURCE MAN-AGEMENT
Autor:Stanisława Borkowska (red.), Maciej Gruza, Anna Jawor-Joniewicz, Iwona Laskowska, Barbara Sajkiewicz, Łukasz Sienkiewicz, Andrzej Woźniakowski
Sygnatura:187E/SiM/0410
Kategoria: Rynek Pracy, Zatrudnienie, Zarządzanie Zasobami Ludzkimi
Cena: 36,75 PLN z VAT
Zamów wersję elektroniczną na:
wydawnictwa@ipiss.com.pl

Krótki opis treści:

This book attempts to provide an answer to the question: Which HRM system can most effectively support the development of innovativeness as a lever for achieving sustainable competitive advantage? Such a system should simultaneously take into account the aspirations or more precisely the well-being of employees because of their impact on implementing company objectives. This work is a part of the stream of theoretical discussions on the quest for high-performance HRM. At the same time, it is based on in-depth empirical research. On the one hand, this research is targeted at defining the impact of three HRM models on company innovativeness and competitiveness. On the other, it is aimed at identifying factors that influence the growth of innovativeness as well as barriers as seen by managers, specialists, and other employees. This last element encompassed 2,070 people employed in companies considered to be the most innovative in Poland.
In light of the current nature of the topic, the broad approach to links between HRM and the level of innovativeness in the organization, and the excellent empirical base for formulating theorems and conclusions, this book has what it takes to become a publishing hit in the realm of management (…) and may be considered a model example of scientific endeavor meeting the all-encompassing requirements (…) of an empirical work, utilizing results of exceptionally dependable research conducted on an impressive number of companies and respondents, while simultaneously presenting theoretical concepts on which the authors take up discussion and formulate original theories.

Prof. Ord. Czesław Sikorski, Ph.D., Hab.
University of Łódź


This research project contains original input into perceiving the defined problem and is unique in character among Polish topical literature. In fact, the examined questions have as yet not found any broad examination, even in foreign literature.
Prof. Jan Szambelańczyk, Ph.D., Hab.
Poznań University of Economics


Authors
Stanisława Borkowska – Introduction, Chapter I, Chapter II 1, 2, 3.5, 4–4.1, 5, 6, Chapter VIII, Conclusions and Recommendations
Maciej Gruza – Chapter III, Annex III
Anna Jawor-Joniewicz – Chapter VI
Iwona Laskowska – Chapter II, Tables II.1 and II.2, 3.1–3.4, 4.2, Annex I.B, Annex II
Barbara Sajkiewicz – Chapter V, Annex I.A
Łukasz Sienkiewicz – Chapter IV
Andrzej Woźniakowski – Chapter VII

Spis treści

INTRODUCTION

Chapter I
HUMAN RESOURCE MANAGEMENT: INNOVATION LEVERAGE
1. The Imperative for Growth in Innovativeness
1.1. Innovativeness: The Importance of the Problem
1.2. The Changing Structure of Innovation
1.3. Human Resource Management: The Driving Force of Innovation Development
2. The Quest for a High Performance Work System
2.1. The Roots of High Performance Work Systems: Theory and Practice
2.2. Two Concepts of High Performance Work Systems
2.3. Highly Effective Human Resource Management Systems: Basic Practices
2.4. HIWP and HPWS* and Innovativeness in the Organization
Summary

Chapter II
DOES THIS WORK IN PRACTICE?
Research Results
1. Goals and Research Hypotheses: A Word about Methodology
2. Human Resource Management Level: Company Innovativeness and Economic Results
3. Human Resource Management Models as Compared with Company Innovation and Market Value
3.1. Reaction of the Innovation Growth Index to Changes in the Human Resource Management Model as well as Its Alignment with Organization Strategy and Homogeneity of Practices
3.2. Reaction of the Innovation Level Index to Changes to the Human Resource Management Model
3.3. Reaction of Company Market Value to Changes in the Human Resource Management Models
3.4. Importance (Flexibility) Coefficients of Variables Defining Innovation Level and Dynamics
3.5. What Is Detrimental to Strong Links between Human Resource Management and Innovativeness?
4. Human Resource Management and Organization Innovativeness and Efficiency: The View of Research and Development Heads and Trade Union Organization Representatives
5. Human Resource Management Level and Model, and Employee Involvement, Satisfaction, and Openness to Innovation
5.1. Human Resource Management Level and Employee Openness to Innovation as well as Their Involvement and Satisfaction
5.2. The Human Resource Management Model and Employee Satisfaction, Openness to Innovation, and Involvement
5.2.1. Human Resource Management Model and Openness to Innovation
5.2.2. The Human Resource Management Model and Employee Satisfaction
5.2.3. Employee Involvement and the Human Resource Management Model
5.2.4. Importance Coefficient
5.2.5. Control Variables
5.3. The Human Resource Management Model and Employee Attitudes: Synthesis
6. Employee Attitudes with Respect to Innovation
6.1. Employee Involvement and Openness: Leverage for Growth
6.2. Barriers to Innovation Growth as Seen by Respondents
6.3. Innovation Growth Factors
Summary

Chapter III
THE EMPLOYEE RECRUITMENT SYSTEM AS A TOOL FOR BUILDING INNOVATION
1. Formulating Strategies for the Recruitment of Innovative Employees
2. Defining Innovator Profile in the Employment Planning Stage in Line with Company Strategic Needs
3. Selection of Recruitment Sources and Methods that Are Appropriate for Innovative Employees
4. Choice of Selection Tools and Procedures Allowing the Accurate Identification of Candidates with the Highest Innovation Potential
5. The Attracting of Employees in the Examined Organizations
5.1. Recruitment and Selection in Listed Companies
5.2. Recruitment and Selection in the View of Innovative Organization Employees
Summary

Chapter IV T
HE ROLE OF TRAINING AND DEVELOPMENT IN BUILDING EMPLOYEE AND COMPANY INNOVATIVENESS
1. Introduction
2. Does the Training and Development System Play a Role in Building Innovativeness?
3. The Training and Development System as a Key Organizational Competency in Building Innovativeness
Conclusions and Recommendations

Chapter V
MOTIVATING FOR INNOVATIVENESS
1. Pro-Innovation Motivation in the View of Scientists, Advisors, and Managers from Innovative Companies
2. Motivation and Innovation: Econometric Research Results
2.1. The Relationship between Remuneration and Innovativeness in Listed Companies
2.2. The Connection between Motivation and Employee Attitudes
3. Pro-Innovation Motivational Instruments in Practice
3.1. Remuneration Level
3.2. Performance–Based Remuneration
3.3. Remuneration for Innovators
3.4. Recognition
Summary

Chapter VI
THE ROLE OF COMMUNICATIONS AND INFORMATION IN PROMOTING INNOVATIVENESS
1. Communication Processes in Companies with Diverse Organizational Structures
2. Communications and Information in Pro-Innovation Organizational Cultures
3. Communications and Innovation
3.1. The Information Function of Communications
3.2. The Motivation Function of Communications
4. Information and Communication Systems in Light of Research
4.1. Communications and Information as Strategic Goals of the Examined Companies
4.2. The Impact of Organizational Structure on the Quality of Communication and Information Flow
4.3. Communication and Information Systems and Organizational Culture
Summary

Chapter VII
PARTICIPATIVE HUMAN RESOURCE MANAGEMENT AND COMPANY INNOVATIVENESS
1. Specifics of Work Processes in Contemporary Companies
2. Growth in Interest in Questions of Participation
2.1. The Importance of Participation in Company Management
2.2. Risk Related to the Introduction of Participation
2.3. Participation and the Role of Trade Unions
2.4. The Modern Understanding of Democracy in the Company
3. Benefits Stemming from Participation
4. Participation and the HPWS Concept
5. The Impact of Participation on Involvement and Company Innovativeness: The Results of Empirical Studies
5.1. Participation and Innovativeness
5.2. Participation and Employee Attitudes with Respect to Innovation
Summary

Chapter VIII
CONCLUSIONS AND RECOMMENDATIONS
1. Selection of the Human Resource Management Model
2. Shaping Employee Behavior
2.1. Recruitment and Selection
2.2. Investment in Employee Development
2.3. Motivating Employees
2.4. Information and Communications
2.5. Employee Participation
3. About the Need for Further Research and Scientific Penetration

Annex I
HUMAN RESOURCE MANAGEMENT INDEXES
Annex I.A.
The Substantive Content of Human Resource Management Indexes
Annex I.B.
Manner of Calculating Human Resource Management Indexes

Annex II
ECONOMETRIC STUDIES
1. Methodology of Research into the Company
1.1. Measurement of Independent Variables
1.1.1. Assessment of Bundle Homogeneity
1.1.2. Measures of Internal and External Alignment
1.2. Dependent Variables
1.2.1. Company Competitiveness
1.2.2. Company Innovativeness
1.3. Control Variables
1.4. Flexibility (Importance Coefficient)
2. Employee Opinion Polls

Annex III
THE INNOVATIVENESS INDEX: CALCULATION METHODOLOGY
1. The Company Innovativeness Index Calculated in Line with the Modified Methodology of the Institute for Economic Sciences of the Polish Academy of Sciences
1.1. Market Innovativeness
1.2. Process Innovativeness
1.3. Assessment of Expenditures on Innovative Activity
1.4. Patents
2. Assessment of Assumed Solutions

REFERENCES

INFORMATION ABOUT AUTHORS

Wydawnictwo, rok i miejsce wydania, seria wydawnicza

IPiSS, Warszawa 2010, seria "Studia i Monografie"

ISBN

978-83-61125-23-5

Format, liczba stron, oprawa

B6, 198 stron, miękka oprawa

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