Show simple item record

Analityka HR i controlling personalny w organizacji: struktura, kompetencje, narzędzia

dc.contributor.authorStriker, Małgorzata
dc.contributor.authorGrzesiak, Lena
dc.date.accessioned2026-06-16T10:00:05Z
dc.date.available2026-06-16T10:00:05Z
dc.date.issued2025
dc.identifierONIX_20260612T144849_9788383318561_44
dc.identifier.urihttps://doab-dev.siscern.org/handle/20.500.12854/209258
dc.languagePolish
dc.relation.ispartofseriesZarządzanie
dc.subject.classificationthema EDItEUR::K Economics, Finance, Business and Management::KJ Business and Management::KJM Management and management techniques::KJMV Management of specific areas::KJMV2 Personnel and human resources management
dc.subject.otherHR analytics
dc.subject.otherPersonnel controlling
dc.subject.otherHR measurement
dc.subject.otherEvidence-based HRM
dc.subject.otherOrganizational practices in HR analytics
dc.subject.otherHR information systems (HRIS)
dc.titleAnalityka HR i controlling personalny w organizacji: struktura, kompetencje, narzędzia
dc.typebook
oapen.abstract.otherlanguageThis book aims to systematize the understanding of the organizational structures, competencies, and tools that support HR analytics and personnel controlling. It also seeks to identify and interpret organizational solutions related to HR measurement as implemented in practice.The monograph comprises five chapters.Chapter One examines the organizational positioning of personnel controlling and HR analytics, providing a structured overview of their role within the organizational architecture.Chapter Two focuses on the competencies required in the domains of personnel controlling and HR analytics. It outlines competencies specific to controllers and HR analysts and presents HR analytics as a vital organizational capability. The chapter offers a detailed analysis of three key competency areas: technical, analytical, and social/ethical.Chapter Three explores the indicators used in people management. It covers the foundations of HR indicator analysis and discusses specific metrics applied in core areas such as workforce planning, recruitment, compensation, development, performance evaluation, and offboarding.Chapter Four addresses the topic of Human Resource Information Systems (HRIS) and digital tools supporting HR analytics. It considers both the technological infrastructure and the practical use of systems in capturing, storing, and analyzing HR data.Chapter Five presents the results of empirical research concerning managerial practices related to HR measurement. It investigates the organizational functions involved in measurement processes, identifies common managerial solutions, and analyzes how organizations evaluate the effectiveness and relevance of the applied measurement practices.
oapen.identifier.doi10.18778/8331-856-1
oapen.relation.isbn9788383318561
oapen.relation.isbn9788383318554
oapen.imprintelectronic


Files in this item

FilesSizeFormatView

There are no files associated with this item.

This item appears in the following Collection(s)

Show simple item record

https://creativecommons.org/licenses/by-nc-nd/4.0/
Except where otherwise noted, this item's license is described as https://creativecommons.org/licenses/by-nc-nd/4.0/