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Celem artykułu jest oszacowanie poziomu bezrobocia równowagi w Polsce w latach 1996–2012. W artykule została podjęta również próba zbadania wpływu odsetka bezrobotnych długookresowo oraz poziomu aktywności zawodowej na poziom bezrobocia równowagi. Szacunki bezrobocia równowagi zostały przeprowadzone zgodnie z modelem VAR. W analizach empirycznych zostały wykorzystane kwartalne dane publikowane przez GUS. Struktura opracowania jest następująca. W punkcie 1 przedstawiono rozważania teoretyczne dotyczące determinatów bezrobocia równowagi. Punkt 2 jest poświęcony analizie tendencji zmian stóp bezrobocia w Polsce. W punkcie 3 zostały przedstawione wyniki oszacowań bezrobocia równowagi w Polsce i w wybranych krajach UE. W punkcie tym podjęto również próbę zbadania wpływu poziomu aktywności zawodowej i odsetka bezrobotnych długookresowo na poziom bezrobocia równowagi. W zakończeniu zawarto wnioski z przeprowadzonych analiz.
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W niniejszym artykule zostanie przyjęta definicja oraz komponenty flexicurity zaproponowane przez Komisję Europejską. Wybór ten uzasadnia przede wszystkim fakt, iż przyczynkiem do powstania tego artykułu jest dekada członkostwa Polski, Litwy, Łotwy i Estonii w Unii Europejskiej i zasadne wydaje się przyjęcie perspektywy aprobowanej przez tę instytucję. Punktem odniesienia do dokonania oceny poziomu elastyczności polskiego, łotewskiego i estońskiego rynku pracy będą duńskie wskaźniki ochrony stosunku pracy.
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In Germany, the second-generation migrants’ share of the overall population is growing fast and, among them, those of Turkish origin represent the largest group. They are also the group with the lowest labour market outcomes, and this holds especially true for secondgeneration Turkish women. Of all the ethnic groups, their employment rate and hourly income are the lowest (Algan et al., 2010; Seibert, 2011), while their chances of attaining non-manual employment positions do not differ from those of native-born German women (Seibert, 2011). In addition, they have a higher risk of unemployment and being a housewife (Fincke 2009; Haug 2002), and they have the highest out of labour force rate (Luthra 2013). In comparison, other second-generation women in Germany of Iberian, Greek, or Yugoslavian origin, have less pronounced disadvantages (Heath et al. 2008). While the disadvantages of second-generation Turkish women have also been found for the Netherlands, Belgium, and Austria (Heath et al. 2008), nothing is known about the development of these disadvantages over the course of their employment careers.
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During the last three decades, the phenomenon of flexibility has attracted a great deal of attention in sociology, not only in relation to work flexibility but also flexibility of migration. In this respect, the structural changes in both employment relationships and migratory conditions have brought about new lifestyles. The theoretical debates in the field of migration studies and human capital have often concentrated on the (changing) roles of nation-states, transnational corporations, and recruitment agencies at the macro level. Sassen (1988; 1998) observed two critical social classes and their spatial polarization in transnational migration. People from low income groups are employed in low-skilled service jobs. In contrast, there are newly emerging high income segments employed in professions. This latter group are also the “young urban professionals” (yuppies) who tend to be portrayed as enjoying affluent lifestyles (Robinson, 2009).
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The objective of this paper is the engagement of Albanian communities abroad (ACA) with the purpose of increasing the quality of social capital in Albania. Studying Albanian migrants abroad and their potential capacity to contribute to the development of the country is important due to the characteristics of the Albanian migration. ACA possess valuable skills, experiences, and contacts that they can transfer to individuals in Albania. Based on Albania’s context, we suggest that knowledge transfer through mentoring and counseling is an important approach that should receive more attention. Besides improving the skills of colleagues in the homeland, communities abroad can offer career guidance and study abroad counseling. Hence, Albanian communities abroad can enhance country’s development through the outflow of knowledge and skills. We conclude that different actors such as government, universities and entrepreneurs should build mechanisms to improve the ties between Albania and Albanian communities abroad, specifically with groups of individuals belonging to academic and business environments.
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Türkiye’nin 2005-2015 yılları arasındaki ekonomik performansına bakıldığında, reel GSYH’nin yaklaşık yıllık ortalama %4 arttığı, kamu borç stokunun %67,7’den %36,3’e gerilediği, bütçe açığının %10’dan %3’ün altına düştüğü ve kişi başına düşen milli gelirinin 4.565 ABD dolarından 9.177 ABD dolarına çıktığı görülmektedir. Aynı dönemde ihracat gelirlerinin 47 milyar ABD dolarından 152 milyar ABD dolarına, turizm gelirlerinin ise 14 milyar ABD dolarından 31,465 milyar ABD dolarına ulaşmıştır. Bu durum Türkiye’yi Avrupa Birliği Bölgesi’ndeki 6. büyük ekonomi, dünyanın ise 17. büyük ekonomisi konumuna gelmiştir. Son dönemlerde ekonomi alanında gösterilen bu ilerlemenin ardından Türkiye Cumhuriyeti, kuruluşunun 100. Yılında denk gelen 2023 yılında dünyanın en büyük 10. ve Avrupa’nın en büyük 3. ekonomisi olma hedefini belirlemiştir. Bu doğrultuda milli gelirini 2 trilyon dolara, kişi başına düşen milli gelirini 25 bin dolara ve ihracatını da 500 milyar dolara çıkarmayı hedeflemektedir. Ancak ülkenin mevcut üretim stratejisini değerlendiren bilim insanları ve politika yapıcılar mevcut üretim sistemiyle belirlenen hedeflerin yakalanmasının son derece zor olduğunu belirtmekte ve ülkenin önündeki en önemli sorunun ARGE yatırımlarındaki ve bilgi üretimindeki yetersizlik ve üretilen bilginin ticarileştirilememesi olduğunu savunmaktadırlar.
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The paper is focused on identification of major features of project team management in a global multicultural environment related to the achievement of success of project portfolio management. A special emphasis is put on the interrelation between project portfolio management, organizational strategy, and effectiveness of project teams operating in a global multicultural environment. Various indications are provided regarding the behavioral aspects, multicultural competences, and virtual project teams’ management. Particular attention is devoted to the impacts of the cultural diversity on the management of multicultural project teams.
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This article gives a closer look to the current issues connected to the project stakeholders engagement management. Sometimes project stakeholders’ interests coincide which positively affects the project implementation. Special attention, however, needs to be paid if stakeholders’ interests differ. That is why project success requires proactive actions on behalf of project managers in order to properly interact with the project stakeholders. In addition, managers must bear in mind that stakeholders’ interests change within the different stages of the product life cycle.
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Business processes are going global nowadays, project teams include members spread across the globe. The managers face number of challenges managing these teams. They need not just to speak a few languages but to have solid knowledge of different cultures and habits as well as to effectively manage and motivate people who do not think the same way as they do. In this way, this report aims to present the main challenges that arise in managing intercultural teams. The presented position is that managers can effectively manage their teams by adhering to certain principles and strategies – adaptation, structural intervention, management intervention, exit.
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This paper examines the impact of reward systems on motivation and job satisfaction of employees in outsourcing organizations, firstly by considering the term reward management, the elements constituting the reward system and the factors that affect it, then through the various theories and strategies of motivation as well as the effects caused by job satisfaction. This paper also considers the term outsourcing, the current and future trends of this concept. Based on the empirical research, this paper offers recommendations and guidelines for creating an appropriate reward system that promotes increased motivation and satisfaction among employees in order to facilitate the successful achievement of the organizational goals.
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This report describes the current managerial challenges in realizing the onboarding activities for new incumbents on existing jobs in the companies. These challenges are disclosed through the lens of decisionmaking theory and the levels of culture formation in the field of appraisal for the initiated onboarding activities by the firm.
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In a modern-global world, the role of the organization is performed by working in a business environment which is a complex structure made up of internal and external elements. Today the functioning and the performances of the organizations are determined by the modern business environment. The information about the trends and the characteristics of today's global business environment are the starting point in the process of decision-making and achieving goals. Through frequent and systematic exploration of the environment, organizations identify their internal strengths and weaknesses as well as external opportunities and threats. By using the information available, the organizations strive to activate their power effectively, thus eliminating the weaknesses and seizing the opportunities, avoiding the obstacles and the external threats. Modern business environment nowadays is changing constantly and rapidly by exposing the organizations to new challenges, such as global competition, rapid technological development, demographic changes, diversification of the workforce and many others. We are witnesses of today’s global economic crisis and the negative consequences it has on all national economies, as well as many organizations, both national and multinational. Within modern dynamic society, the organizations must adapt to the global changes and conditions in this turbulent business environment, because both their success and their existence are depending on it. It is therefore required to apply the modern management practices in the organizations and use the new organizational forms and structural solutions, which are flexible enough as well as adaptable. Modern organizations today are continuously exposed to changes and are increasingly losing the traditional pyramid structure at the expense of the horizontal one. Regardless of the constant changes and challenges, the main bearers of all activities in the business environment are still the humans. With their knowledge, skills and abilities they are an important factor for the implementation and development of the modern management practices.
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The existence of effective, professional and independent managers is of crucial importance for the development of modern change management, an appropriate response to the modern management challenges and implementation of the practices of modern management, thus creating the conditions for the development of the economy and the public sector. The managers are the ones who direct the functioning of their organization in accordance with the strategy and accomplishment of the company’s goals. Today’s environment is becoming more and more diverse and complex to govern, especially for the real global managers. As business is becoming more and more globalized, there is a necessity for more global managers, who act globally, that do not merely deal with the professional goals, but also with the cultural differences and the human interactions at the workplace; they need to keep under control the cultural differences. Managing i.e. governing the employees from different cultural backgrounds means that they should keep pace with the production. Managing the differences of the cultures in different environments in which they work requires a great deal of pressure over them which is why it is necessary to develop certain qualities in order to be a successful change manager. In order to be successful in today’s global economy, managers need to be prepared to do business all around the world. International businesses have activities, partners, alliances and senior managers which represent every global region.
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The professional communication nowadays is the basis for successful connection on professional and personal level. But the ability to understand and use non-verbal communication and body language is a powerful tool which helps in connecting with others in expressing what they really think. Experts in communication agree that when two people talk face to face, only a small part of the entire message which is shared contains the words they use. Most of the message is contained in the tone of voice, the accent, speed, volume and accidence. The use of non-verbal communication (silence) in writing, speaking and daily business communication is a routine in every culture, in each of the areas mentioned. A modern trend in modern companies worldwide is the usage and interpretation of non-verbal communication of their customers through marketing strategies with aim to improve their distribution and marketing in the world market but also the personal contact with their consumers. Understanding non-verbal communication and interpretation of silence in certain cultures and meeting them in person enhances their feeling of things, both in culture, business and literature.
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The last decade has made the whole world, in particular Europe and the EU, direct witnesses and participants in a number of processes and phenomena that have left a strong mark on the economic and social situation of the new globalized world. Undoubtedly one of the biggest events that still stays under the public eye and is continuously covered by the media is the refugee wave that swept the EU. European institutions and the UN tirelessly launch and build programs in order to address and tackle the pressing problems. It is of particular interest to follow the reaction and actions of the private sector in this situation. The object of this study are three of the major oil companies that have European origin and their headquarters are based in the EU – how and whether they introduce and update their programs for corporate social responsibility in connection with the current events? What other major European-based companies handle the situation? Can the private sector and the supranational institutions work together and find the right path to economic and social stabilization?
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This paper presents the formal dimensions, criteria and possible construction stages in the development of the professional competence of a tourist guide. The first stage - primary professional competence, focuses on professional orientation and acquired professional training and education. The second stage - secondary professional competence, refers to the practical implementation of the tour guide profession, increasing the basic training and additional postgraduate qualification.
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The ability to choose, find and use information in today's internet society learns early years of the young digital generation. For this family, school and society are responsible for education and culture of the younger generation in an electronic environment where the world is seen on the computer screen or other electronic device. Education must be adapted to their thinking and perception of knowledge. At the same time to build a thinking person in today's online environment needed clear criteria for e-learning and access to electronic information.
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