Human Resources Management in Corporate Groups

Introduction 9

Chapter 1 Placement of the personnel function within the organisational structure of corporate groups 17

1.1. Introduction 17

1.2. Theoretical aspects of personnel function placement within a corporate group 20

1.3. The decision-making and executive entitlements as applied to the realisation of the personnel function in the context of empirical studies 24

1.4. Placement of the personnel function in the corporate groups under study – analyses of selected cases 26

1.5. Conclusions 32

References 32

Chapter 2 Strategic human resource management – the creation, implementation and realisation of the personnel strategy in the corporate groups under study 34

2.1. Introduction 34

2.2. Strategic human resource management in the light of empirical research 38

2.3. Building, implementing, popularising and assessing the personnel strategy in the analysed corporate groups 40

2.4. Problems accompanying the development, implementation and popularisation of personnel strategies in the corporate groups subject to the research 45

References 52

Chapter 3 Human resource management in corporate groups – the operating dimension 54

3.1. Employee selection in corporate groups 54

3.1.1. The specificity of employee selection in corporate groups 54

3.1.2. Employee recruitment and selection in corporate groups – results of quantitative studies 56

3.1.3. Employee selection in corporate groups – case studies 58

3.1.4. Conclusions 67

3.2. Performance evaluation in corporate groups 68

3.2.1. Performance evaluation systems – an introduction 68

3.2.2. Performance evaluation in corporate groups – results of quantitative studies 70

3.2.3. Periodic evaluation systems – case studies 71

3.2.4. Conclusions 73

3.3. Personnel development in corporate groups 74

3.3.1. Personnel development – an introduction 74

3.3.2. Personnel development – results of quantitative studies 77

3.3.3. Personnel development in corporate groups – case studies 79

3.3.4. Conclusions 87

3.4. Motivation and remuneration of employees in corporate groups 89

3.4.1. Employee motivation – an introduction 89

3.4.2. Employee motivation in corporate groups – results of quantitative studies 92

3.4.3. Employee motivation and wage systems in corporate groups – case studies 93

3.4.4. Conclusions 96

References 96

Chapter 4 Shaping of the organisational culture in the corporate groups under study 99

4.1. Introduction 99

4.2. Organisational culture in corporate groups in the light of empirical studies 103

4.3. Cultural values as the basis for shaping the desired attitudes and behaviour of employees 104

4.4. Identification of social attitudes – employee mood barometer systems 107

4.5. Transformation of organisational culture 109

4.6. Conclusions 109

References 110

Chapter 5 Flexibility of employment in corporate groups 113

5.1. Introduction 113

5.2. The use of non-standard forms of employment in corporate groups – results of quantitative studies 115

5.3. Premise for and the consequences of the use of non-standard forms of employment in corporate groups – results of qualitative studies 120

References 124

Chapter 6 Forms of work organisation in corporate groups 126

6.1. Introduction 126

6.2. Individual work vs. teamwork in the light of literature studies 127

6.3. Forms of work organisation in corporate groups – results of empirical studies 129

6.4. Conclusions 137

References 137

Chapter 7 Internal communication in corporate groups 139

7.1. Introduction 139

7.2. Internal communication in corporate group management 140

7.3. Internal communication systems in corporate groups – results of empirical studies 142

7.4. The personnel function as a communication and social integration tool in a corporate group in the light of empirical research 148

References 154

Conclusion 157

List of Figures 162

List of Tables 163