Abstract

Modern companies operate under conditions of permanent change. A changing organization must be accompanied by changing - developing people. Therefore, if the development is imperative, the question is who has responsibility for it, is it the organization that makes human resources its strategic resource, or is it the employees who, in times of change, redefine the relation to the work. The answer to that question is not conclusive; therefore the article presents a dialectical approach to the responsibility for professional development, which may be located on the side of the organization, the employee or be the result of cooperation between these entities. Based on the results of own research conducted in Poland, a comparison was made of the locus of responsibility for development in the perspective of the organization and employees. The analysis was based on the results of own research conducted in Poland in 2015 on a representative sample of 289 companies and 2,274 employees (The project was funded from means of the National Science Centre conferred on the basis of the decision No DEC-2013/09 / B / HS4 / 02722). The results of the research allowed for a comparative analysis of the prospects of companies surveyed, and identification of discrepancies in this regard. This knowledge can provide guidance for the design of systems of human resources management in order to increase their effectiveness by matching organizational solutions to the expectations of employees.

Highlights

  • Modern companies operate under conditions of permanent change

  • The results show that on the Polish market there are organizations representing each of the analyzed approaches to the professional development of employees, the most numerous are type I organizations (55.4%), and the least numerous are organizations type III (6.1%)

  • Based on the obtained results it can be concluded that the Polish market is dominated by organizations of characteristic for Type I traditional approach to human resources, locating the responsibility for the development of employees in the organization

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Summary

Introduction

Modern companies operate under conditions of permanent change. Technological advancement, competition, rising quality requirements, make it necessary for the organization to have the ability to continually absorb new ideas, technologies, to create their own solutions - in other words, to have the capacity for continuing growth. These assumptions seem to be met by the model of a learning organization. Toffler noted (1974, p. 236) that "the technology of tomorrow requires not millions of poorly educated people, ready as always to agreeably perform the same operations, does not require people who without saying a word fill the orders and who for the price of bread succumb automatically to power, but those who can think critically and pave their way in a new environment, who can quickly establish contacts and see the sense in an ever changing world.”

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