HUMAN RESOURCES STRATEGIES AND ORGANISATIONAL RESILIENCE IN SELECTED PUBLICLY TRADED COMPANIES

• Published in: Scientific Papers of Silesian University of Technology Organization and Management Series 2024, Vol.2024 (208), p.183-196
• Main Author: Kołodziej, Dominika
• Format: Article
• Language: English
• ISSN: 1641-3466
• DOI: 10.29119/1641-3466.2024.208.11

Aim: The paper examines whether, in the context of changes in terms of progress or regression within the analysed companies, appropriate actions are flexibly implemented in the dimension of human potential. This includes pursuing a human resources (HR) strategy aligned with the overall business strategy and ensuring consistency in various aspects, including recruitment, working time, training and incentive systems, which is one of the conditions for building organisational resilience within the company. In addition, it verifies whether strategic and operational measures are supported by an appropriate organisational culture, focused on embracing change. Design, methodology and approach: Due to the relevance of the topic, this paper is a continuation of the research conducted by the author in the area of organisational functioning under conditions of change, in the context of building organisational resilience. The article is based on the results of research conducted by the article's author at two of the companies listed on the Warsaw Stock Exchange and research on organisational resilience in the perspective of sustainable development conducted in 2024 by the Department of Enterprise Management at the University of Economics in Katowice. In the both cases, the research was based on analysing responses to questionnaires. Findings: This article discusses the five obligatory conditions for building organisational resilience in the context of changes related to the company's potential in terms of progress or regression, which can result from an unstable, uncertain environment, focusing primarily on the area concerning the HR strategy. Practical and social implications: It appears that an effective means, serving as a link for the entire organisation’s operations and providing employees with a sense of stability while simultaneously facilitating the organisation’s functioning in conditions of volatility, is the application of appropriate measures in the area of HR potential that are consistent with the progress or regression changes. Originality/value: The study highlights the significance of flexibility of selected aspects of the HR strategy in building organisational resilience, a determinant, identified by the author as fourth in terms of relevance. Every change related to progress or regression requires appropriate actions in the area of human potential, namely an adequate HR strategy and consistent actions in terms of its various aspects, including recrui