A R G U M E N T A OECONOMICA No 1-2(17)2005 PL ISSN 1233-5835
Agnieszka Skowronska
*THE PRACTICE OF HRM
IN LOGISTICS CHAIN MANAGEMENT
T h e m ain aim o f this report is to p o in t and describe p articu lar a rea s o f changes in the field o f h u m an resource m anagem ent, conditioned by the s p e c ific ity o f logistic chains. F u rth e rm o re , the report contains a d iv isio n o f strategies and m o d els o f human resources, p a rticu la rly em phasizing em pirical research concerning m o d els and strategies which are fa v o ra b le to guidelines o f the c o n ce p tio n o f integrated logistic c h ain s.
K e y w o rd s : human resource m anagem ent, logistics ch ain m anagem ent, individual- o rien ted m odel, bureauctic m odel, so cial m odel, group model
INTRODUCTION
In ord er to obtain improved management of product flow and a high level of effectiveness of both a logistic system in a single com pany and a group o f such system s forming a logistic chain, one should becom e more aware that business activity should be shifted from severe and ruthless competition to partner relations among recipients, suppliers and o th er institutions which support logistic processes. T his does not only involve strategy integration and coordination among m em bers of a logistic chain, but also changes of attitude towards human resource management.
T he principle objective o f this report is to assess th e following research hypothesis:
L ogistics staff and its m anagem ent determ ine the execution of the concept of logistic chains. (T he author sees logistics staff as management staff responsible for logistic processes and executive staff participating in physical product flow from sources of raw m aterials to ready-made product distribution. According to the author, logistics staff also include people involved in generating, processing and sending information which accom panies physical flow).
T o support the hypothesis, w e should verify the follow ing theses: *
1. T he m odel of human resources management assum ed in a company influences relations with suppliers, recipients and o ther institutions which support logistic processes.
2. T he social model of hum an resources management facilitates partner relations w hich are typical o f integrated logistic chains.
3. T he strategy which is based on the model of con tractin g of human resources and the strategy w hich uses the alliance creation model concerning human resources facilitate the integration o f logistic chains.
4. Self-m anaging teams are instrum ents of growth in the process of accom plishm ent of strategies fo r logistic chains.
W aw rzyniak, based on reports o f Lepak and Snell (L epak et al. 1999), divided hum an resource m anagem ent strategies into fo u r types:
• a strategy based on the m odel o f human resource developm ent, • a strategy based on the m odel of acquiring human resources, • a strategy based on the m odel o f contracting hum an resource,
• a strategy based on the m odel of alliance creation concerning human resource.
A s ta rtin g point for those strateg ie s are two variables: hum an resource value in a strategic perspective (hum an resource value is m easured by its usefulness for an organization in connection with c o m p etitiv e advantages and/or lim itin g dangers) and the uniqueness o f h u m an resource in strategic perspective (uniqueness o f human resource is seen as a set o f specific sk ills of workers with the so-called personalized knowledge, that is based on personal experience, skills, value sy stem and individual m otivation system and intuition). At the same tim e, w e b ear in mind the division into strategic hum an resources (that p ro v id e long-term com p etitio n advantages) and operational human reso u rces which are needed fo r current tasks (see T a b le 1).
The four strategies based on various human resource m odels shown in F ig.l show different strategic assum ptions.
T he hum an resource strategies which facilitate integration of links in logistic ch ains can be either strategies based on the alliance creation model concerning human resources or the strategy based on contracting human resource.
T he strategy which uses the alliance creation m odel can facilitate integration o f a logistic chain because it assum es a possibility for developm ent o f human resource and its simultaneous acquirem ent through
strategic alliances. The co n cep t of employment fo cuses on “strength in teg ra tio n ” of two or m ore organizations co o p e ratin g in order to accom plish a project or activity within a logistic ch ain . Such an approach can lead to a synergic effect and value added that is im possible to achieve individually, without cooperation from one of the partners.
Integration of links can also be, in its pure form , facilitated by the co n tra ctin g model which is based on the assum ption that the com pany’s m ission and strategies do not have to be achieved with the exclusive use of its ow n workers. Such a strategy can be used in a situation of the highest level o f integration of chain links, when we deal with netw ork management and com petence in logistic functions. In such cases, analyses concerning activ ities of current and/or potential customers and th e ir advantages in the m arket are very crucial. T he cu sto m er’s task is to m ake sure their human resource management strategies make them attractiv e partners (See L udw iczyński et al. 2001, pp. 61 -6 2 ).
An appropriate solution co u ld be using the all fo u r m odels at the same tim e. O ne must only rem em ber that when the surrounding environment of a logistic chain is more and m ore changeable, the w ay o f building and co n d u c tin g human resource strategies must facilitate flexible activities w hich can quickly react to changes. That must guarantee human resource m anagem ent which will not hold back adjustment changes of the whole logistic system .
As Strużyna (Strużyna 1996, p. 216) points out, each company can be defined in terms of a given model which specifies relations between ob jectiv es, individual interests and reinforcement su p p lied by the company and the reverse capability. T h at implies four d iffe ren t model types of hum an resource m anagement (see Table 2).
C o n sid erin g theoretically the division of logistic strategies in relation to the g ro w in g level of logistic m anagem ent in a com pany, the role model, co n sid erin g the more and m ore popular concept o f integrated logistic chains, seem s to be the social m odel. Its assum ptions are very close to the S candinavian management m odel which focuses on the balance between a c o m p a n y ’s objectives and w o rk e rs’ satisfaction and development. The m odel stresses friendly interpersonal relations. It facilitates mutual identification of workers and th e organization, as w ell as the identification o f sep a rate systems form ing links and the chain as a w hole.
T able 1
Strategies of human reso u rce m anagem ent based on fo u r m odels
N . V a lu e o f hum an \ r e s o u r c e in strategic p ersp ectiv e O p e ra tio n a l Strategic U niqueness of h u m an re s o u rc e 's , in strateg ic p e rsp ec tiv e^
H um an re so u rc e stra te g y based on S tra te g y based on hum an alliance c re a tio n re so u rc e developm ent Strategy model:
aimed at m aintaining own resources with acquiring external resources at the same time
Strategy model:
aim ed at internal development of hum an resources
U nique Employment conception: emphasizing partnership
Em ploym ent conception: w orkers integration Strategy configuration:
hybrid in relation to strategy instruments, emphasizing cooperation and learning processes based on personal interaction Expectations:
synergic effects
Strategy configuration: aim ed at w orkers involvement through e.g. sponsoring career paths, training, payment according to skills, long-term em ploym ent
Expectations: high productivity
Strategy b ased on c o n tractin g human S tra te g y b ased on acuuiring resources h u m a n re so u rc e s
Strategy model:
aimed at acquiring external resources - in various forms
Strategy model: aim ed at acquiring skilled w orkers from labor market S ta n d a rd Employment conception:
cooperation treated as transaction
Em ploym ent conception: cooperation based on mutual benefits
Strategy configuration:
determined by contracts, emphasizing outsourcing, adjusting workers to company’s requirem ents, focusing on economic aspects o f labor
Expectations: execution o f contracts
Strategy configuration: aim ed at em ploying and dism issing workers according to needs, em phasizing selection and assessm ent, limiting formal training
Expectations:
show ing skills that conform to com pany’s current strategy
Table 2
M odels o f hu m an resource m anagem ent M o d e l ty p e of h u m a n re so u rce
m an a g e m e n t
M odel c h a r a c te r is tic s
B u reau cratic model A n individual is seen as a co m p o n e n t o f a whole, and
functions to accomplish o b jec tiv e s o f the whole.
In d iv id u al-o rien ted model Individual autonom y is respected and the
organization is an in stru m en t to individual career. T h e organized whole c o n sists o f individual interests w hich arc limited by c o n d itio n s o f the com pany’s activity.
G roup m odel T h ere is a tendency to c rea tc team s which cooperate
on the basis o f m utual b en efits and obligations. O bjectives of the w hole resu lt from actability of em p lo y ees’ groups.
Social m o d el T h ere is a balance betw een o b jectiv es o f individuals,
g ro u p s and the whole o rg a n iz atio n . As a result o f a conscious process, in d iv id u als are supported by the organization, and the w h o le becom es the suprem e individual objective.
S ource: a u th o r’s concept based on: G ruszczynska-M alec, S tru zy n a 1998, p. 11
1. M E T H O D O L O G Y
B ein g especially interested in the role of the co ntracting model, the alliance creation model in personal terms and the social model of staff m anagem ent in terms of estab lish in g and m anaging an integrated logistic chain, th e author attempted to assess the impact of the em ployed model of hum an resource m anagem ent on relations with suppliers, recipients and other institutions which support logistic processes. A s human resource m anagem ent models and strategies define the m ethods o f approach towards staff m anagem ent, the aim is interrelated with th e initial research hypothesis.
T h at aim was a starting po in t o f formulating q u estio n s where research issues w ere translated into techniques used in surveys.
T he necessity of using data fro m original sources resulted from the lack of d eriv ativ e data, that is transform ed data com ing from previous research and an alyses conducted by o th e r subjects. All the inform ation contained here co m es from a survey conducted between S eptem ber 2001 and February 2002.
T he survey was diversified in term s of quantity and in term s of the wide range o f branches and locations throughout P oland. In the initial
assum ption 180 units were m eant to be included. Eventually, the survey covered data from 105 units representing a w ide variety of business branches including the follow ing types of industry: pulp and paper, ch em ical, glass-making, paint and varnish, pharm aceutical, furniture, food, cloth in g , tobacco, autom otive, electronic, iron and steel, and heavy industry. Additional data cam e from representatives o f fruit and vegetable p rocessing, building industry and power industry.
As d ata from 26 units were not complete, they w ere not included in the analysis. In 49 cases questionnaire sheets were not returned, thus the report does not include information com ing from those 49 units.
T h e survey can only be treated as a pilot research and it cannot be treated as representative because of:
• too few, in comparison with the total number o f com panies that were analyzed; (according to the data o f the National S tatistical Office on 31 Dec 2001 the number of registered companies was 57,917),
• random number distribution (29 companies w ere classified as big, 43 as m edium -sized and 33 as sm all - The division into sm all, medium-sized and big companies was based on the number of em ployees. Therefore, sm all com panies are those w ith fewer than 50 em ployees, medium-sized with 51-250 employees and big with over 250 em ployees. This criterion is consid ered standard; see: B usiness activity act issued on 19 Nov 1999 - Dz. U. N o 101, position 1179, art. 54.1, 55.1);
• random industry distribution (16 production, trade and service com panies, 39 production com panies, 16 trade com panies, 5 production and service companies, 3 service companies, 14 production and trade com panies, 4 trade and service com panies, 8 transport com panies).
T h e objects were described with 106 variables. T he 105 companies were divided into internally uniform object types (on the basis of characteristic features, that is sim ilar responses).
T he method that was used was the complete link, or the furthest neighbour method, one of the hierarchical m ethods of classification, program m ed in SPSS for W indow s.
T he degree of similarity o f objects was measured by the coefficient of Sokal & M ichener which is used in multidimensional statistical analysis. The coefficient was chosen because it can measure sim ilarities between objects described by twostate (binary) nom inal variables. The preliminary stage of constructing such a measure is show n in Table 3.
T able 3
E ncoding fo r binary nominal variables
V ariable
a }
b,
Cjdj
O bject objrctAk
+ + i 0 0 0 + . 0 1 0 0 - + 0 0 1 0 - - 0 0 0 1N ote: (+ ) m eans “existent”; (-) m ean s “non-existent” S o u rce: W alesiak, 2003, p. 262
X - l ,
cira '
X " '= ,b r b
;c= c
;d r d
where: a (d) is the number o f variables for which objects A„ A* have com patible occurrence (or non-occurrence) values of the appropriate variant of the variable, (+,+) and (-,-), respectively; b (c) is the num ber of variables for which objects A„ A* have incompatible variable values, (+,-) and (-,+), respectively.
The coefficient of Sokal & Michener, used to measure similarities between objects described by binary nominal variables, gives inform ation which tells us:
a) the participation of variables for which objects A„ A*(i, k = 1 ,..., n) have incompatible variable values, (1,0) and (0,1), respectively, in the total number of variables;
b) the participation of variables for which objects A;, A k (i, k = 1, n) have com patible occurrence (or non-occurrencc) values of the appropriate variant o f the variable, (1,1) and (0,0), respectively (W alesiak 1993, pp. 43- 44; W alesiak 200, p. 262).
Hence:
b+c a + d
,k a + b + c + d a + b + c + d
2. RESEARCH FINDINGS
U sing the complete connection method, the total o f 105 objects was divided into 10 relatively uniform classes (see Table 4). T he division into so many classes is well-grounded at the computer processing stage, where it turns out that 10 classes allow us to precisely categorize objects (companies) according to their characteristic features (similarity o f responses concerning m odels o f human resource m anagem ent employed in a company and relationships in a logistic chain).
T h e d iv is io n o f th e s a m p le in to 10 c la s s e s w ith th e u s e o f th e c o m p le te c o n n e c tio n m e th o d E x p la in e d v a r ia b le E x p la in in g v a r ia b le * C la ss ( n u m b e r o f o b je c ts in class) I (2) II (15 III (15) IV (15) V (7) VI (5) VII (2) v m (4) IX (9) X (8) N u m b e r o f o b je c ts in c la ss t h a t p o in te d a t g iv en v a r ia b le s a s c h a r a c te r is tic o f th e m ** M ain principle
concerning em ploym ent security
C o n fo rm ity to ap p ro p riate p ro ced u res 25 0 15 15 7 5 2 0 0 0 L o y alty to e m p lo y e e ’s in terests 9 2 2 4 2 2 2 4 0 0 L o y alty to g ro u p ’s interests 7 15 0 4 1 2 1 0 3 0 Loyalty to social values and co m p an y ’s interests 0 0 0 0 0 4 1 0 9 8 C o m p a n y ’s d ire c tio n s
o f fo sterin g a p p ro p ria te b eh av io u r
P erso n al security and c o m p lia n c e w ith law 25 0 15 15 7 5 2 0 0 0 F acin g d ifficu lties and ch allen g es 3 0 6 1 0 3 1 4 0 0 S erv in g leader 1 0 0 5 1 0 2 1 1 0 S u p p o rtin g o th er g roup m em b ers 1 15 0 1 0 5 1 0 6 0 R ead in ess fo r sa crifice, lim ita tio n o f needs for the good
o f th e w hole
0 0 1 1 0 5 1 0 9 8
C o m p a n y ’s o b jectiv es o f hum an re so u rce m an ag em en t
D isc ip lin e and o b ed ien ce 25 0 15 15 7 5 2 0 0 0 D ev elo p m en t thro u g h c o n flic t an d c a reer creation 1 0 3 3 2 3 1 4 0 0 S tim u la tin g p ersonal co m p etitio n 1 0 3 0 0 4 1 4 0 0 C re a tin g g ro u p s and task team s 5 15 1 0 0 4 1 0 0 0 S tim u la tin g g roup co m p etitio n 0 15 1 3 1 4 2 0 0 0 C reatin g values, id en tify in g and p reserv in g role m odels
and p atterns
2 0 0 1 0 3 1 0 6 8
S tability, sense o f ju stic e and e q u ality 0 0 0 0 0 3 1 0 8 8 G ro u n d s for
id e n tifica tio n w ith co m p an y
A w aren ess o f role p lay ed in c o m p a n y ’s overall activities 25 0 15 15 7 4 2 0 0 0 H ope to receiv e su p p o rt fo r o w n interests 1 0 1 2 2 3 0 4 0 0 R e la tio n sh ip w ith p artn ers 3 15 0 1 0 3 0 0 0 2 A w aren ess o f p o sitio n and social role and ex p ectatio n s o f
o thers 0 0 0 1 0 4 0 0 9 6 A . S K O W R O Ń S K A
C o m p a n y ’s b asic in stru m en t u se d in m an ag em en t
R e w ard s fo r c o m p lia n c e w ith pro ced u res, p en alties for n o n -co m p lia n ce
25 0 15 15 7 5 2 0 0 0
H igh u n iv ersal rew a rd s (m o n ey ) 1 0 2 0 0 3 2 4 0 0 G ro u p ’s su p p o rt, a c c e p ta n c e from c o lleag u es 1 15 0 1 0 4 1 0 0 3 S triv in g for p e rfe c tio n ; p o in tin g out w eak n e ss; help;
u n d erstan d in g 2 0 0 3 0 4 1 0 9 6 C o m p a n y ’s b asic h u m an re so u rc e m an a g e m e n t strateg y A im ed at m a in ta in in g o w n hu m an resource, sim u ltan eo u sly a c q u irin g ex tern al hum an reso u rce
1 10 1 1 0 0 0 0 7 8
A im ed at a c q u irin g ex te rn a l w o rk ers in differen t io rm s 3 0 1 1 1 1 1 4 1 0 A im ed at internal d e v e lo p m e n t o f h u m an reso u rce 3 5 0 0 0 1 1 0 2 0 A im ed at acquiring high-skilled w orkers from jo b m arket 18 0 5 6 3 0 1 0 0 0 T y p e o f e m p lo y m e n t
c o n c e p t d o m in a n t in c o m p an y
E m p h a sizin g p a rtn e rsh ip 1 10 1 1 0 0 0 0 7 8 C o o p e ratio n seen as tra n sa c tio n 3 0 1 1 1 1 1 4 1 0 W o rk e rs’ in teg ratio n 3 5 0 0 0 1 1 0 2 0 C o o p e ratio n b a se d on m u tu al b en efits 18 0 5 5 3 0 1 0 0 0 C o m p a n y ’s c rite ria for
ch o o sin g su p p lie rs P ro d u c t q u ality 25 15 15 15 7 5 2 0 9 8 P rice 2 0 15 15 0 5 2 4 8 0 R e ad in ess fo r co o p e ra tio n 23 15 0 0 7 0 0 0 0 8 D elivery on tim e 25 15 15 15 7 5 2 0 8 8 D egree o f so lv e n cy 0 0 9 0 0 3 2 4 5 0 D ata co n c e rn in g ex p e n se s, g ro w th o f sale and incom e 0 0 0 0 0 0 0 0 0 0 F in an cial resu lts 0 0 0 0 0 0 0 4 0 0 M a n ag em en t stru c tu re 0 0 0 0 0 0 0 0 0 0 C a n d id a te ’s n u m b er an d q u a lity o f sa lesp erso n s 0 3 0 0 7 0 0 0 0 0 C a n d id a te ’s n u m b er and q u a lity o f o th er p ro d u ct lines 0 3 0 0 7 0 0 0 0 0 L o catio n o f d istrib u tio n p o in ts 0 3 0 15 0 0 0 4 0 0 R e p u ta tio n 3 15 0 0 7 0 0 0 0 8 C a n d id a te ’s ab ility to e sta b lish new d istrib u tio n points 0 0 0 1 0 0 0 0 0 0 A sse ssm e n t o f ab ility
to a c q u ire new high- sk illed a g en ts
V ery good 19 12 1 0 7 0 0 0 9 6
A verage 6 3 13 15 0 2 2 4 0 2
U n satisfacto ry 0 0 1 0 0 3 0 0 0 0
T ab le 4 c o n tin u e d on the next page
T H E PR A C T IC E O F H R M IN LO GI STI CS C H A IN M A N A G E M E N T
E x p la in e d v a r ia b le E x p la n in g v a r ia b le * C la s s ( n u m b e r o f o b je c ts in class) I (2) II (15 III (15) IV (15) V (7) VI (5) VII (2) v r a (4) IX (9) X (8) N u m b e r o f o b je c ts in c la ss t h a t p o in te d a t g iv e n v a r ia b le s a s c h a r a c t e r i s t i c o f th e m ** S o u rc e o f a u th o rity u sed by c o m p a n y in c o n ta c ts w ith agents
A u th o rity resu ltin g fro m en fo rc em en t 0 0 1 15 0 0 0 0 0 0 A u th o rity re su ltin g from rew ard s 0 12 0 0 0 1 0 4 9 2 A u th o rity re su ltin g from leg al g rounds 25 0 14 0 0 4 2 0 0 0 A u th o rity re su ltin g fro m ex p e rt position 0 3 0 0 7 0 0 0 0 6 A u th o rity re su ltin g from resp ec t 0 0 0 0 0 0 0 0 0 0 C o m p a n y ’s m eth o d s to
m o tiv ate a sso c ia te s and ag en ts
M argin 25 15 15 15 7 5 2 0 5 8
R ew ards 0 15 1 0 7 0 0 4 9 8
M eans fo r m utual a d v e rtisin g 0 0 0 0 7 0 0 0 0 0 C o n tests o f h ig h est sales 0 15 9 0 0 0 1 4 9 8 T rain in g co u rses 0 15 0 0 7 0 0 0 0 8 P ro fessio n al a d v iso ry an d assista n ce 0 15 0 0 7 0 0 0 0 8 D oes c o m p a n y invest in su p p liers? Y es 0 15 0 0 7 0 0 0 9 8 No 25 0 15 15 0 5 2 4 0 0 Assessment o f relationships between suppliers, recipients and other agents
O p p o n en ts 25 0 13 15 0 5 2 4 0 0
P artn ers 0 15 2 0 7 0 0 0 9 8
C h a in lin k re sp o n sib le for q u ality co n tro l
S u p p lier 25 0 13 15 0 4 0 0 0 0
P ro d u c er 0 0 2 15 0 4 0 4 0 0
R e ceiv in g and sh ip p in g ag en cy 0 1 1 0 0 0 2 0 0 0 W h o le lo g istic ch ain 0 14 0 0 7 0 0 0 9 8 C hain link bearing costs
co n n ected w ith m aintaining w arehouses and storing m aterials
S u p p lier 24 0 5 15 0 3 0 0 0 0
P ro d u c er 1 0 9 15 0 2 0 4 7 0
A gency 0 0 1 0 0 0 2 0 0 0
W hole logistic ch ain 0 15 0 0 7 0 0 0 2 8 R a n g e o f c o n ta c ts
a m o n g lin k s in d eliv ery c h a in s
S p ecific co n tact fo r o n e tran sactio n 25 0 15 15 0 5 2 4 0 0 C o n tin u o u s co n tact 0 15 0 0 7 0 0 0 9 8 A . S K O W R O Ń S K A
D istrib u tio n o f risks and o p p o rtu n ities a m o n g p articip an ts in d eliv ery chain
T a k in g a d v an tag e o f o p p o rtu n itie s and ta k in g risk s by lo g istic ch ain s o f each co m p an y in d e p e n d e n tly
25 0 15 15 0 5 2 4 7 0
L o n g -te rm d istrib u tio n o f risk s and o p p o rtu n itie s am ong c o -o p e ra tin g p arties
0 15 0 0 7 0 0 0 2 8
C o m p a n y ’s in stru m en ts R e e n g in e e rin g 0 3 0 10 4 0 0 4 0 0 to im prove R a tio n a liz a tio n and d ep artm en t a llo c a tio n 0 12 0 0 1 0 0 0 0 8 effe c tiv e n e ss o f logistic D e v e lo p m e n t o f co m p u ter sy stem s 25 15 15 15 7 2 0 4 9 8 ch a in s B ar c o d es 25 15 8 15 7 5 2 4 5 8 S e lf-m a n a g e d team s 0 12 0 0 0 0 0 0 0 8 B e n c h m a rk in g 0 12 0 0 2 0 0 0 0 8 O u tso u rc in g 0 1 2 3 2 0 0 1 0 0 C o m p a n y ’s p erio d o f L e ss th an 10 years 2 0 15 0 0 5 2 0 9 0 bu sin e ss activity 11-20 y ears 23 15 0 9 4 0 0 3 0 8 M o re th an 2 0 years 0 0 0 6 3 0 0 1 0 0 F o rm o f o w n ersh ip P riv a te 12 10 9 8 5 0 1 2 4 5 F o re ig n 13 5 6 0 0 5 1 0 5 3 S ta te -o w n e d 0 0 0 7 2 0 0 2 0 0 N u m b er o f em p lo y ees L e ss th an 5 0 p eo p le 2 0 15 0 0 5 2 0 9 0 5 1 -2 5 0 p eo p le 23 12 0 0 0 0 0 0 0 8 251 -1 0 0 0 p eo p le 0 3 0 10 7 0 0 4 0 0 M o re th an 1,000 p eople 0 0 0 5 0 0 0 0 0 0 A nnual tu rn o v er L e ss th an P L N 5 ,0 0 0 ,0 0 0 2 0 15 0 0 5 2 0 9 0 P L N 5 ,0 0 0 ,0 0 0 -1 0 0 ,0 0 0 ,0 0 0 23 15 0 8 6 0 0 0 0 8 M o re th an PL N 100,000.000 0 0 0 7 1 0 0 4 0 0 N ote: * T h e tab le d o es not c o n ta in e x p lain in g v ariab les th a t th e su rv ey c lassified as “ O th ers (p lease in d ic a te ...) ” - T h a t is b e c a u se n o n e o f th e 105 co m p an ies ch o se th at an sw er.
** T h e n u m b er o f o b je c ts a ssig n e d to given v ariab les is not a lw a y s equal to the n u m b er o f e le m e n ts in a giv en cla ss (it can be h ig h e r). T h a t is b e c a u se the resp o n d en ts c o u ld c h o o s e m ore than one an sw er.
S ource: a u th o r’s ow n research TH K PR A C T IC E O F H R M IN L OG IS TI C S C H A IN M A N A G E M E N T
On the basis of compatible values of occurrence o f the appropriate variant of variables (compatible answ ers concerning the basic principles of human resource models), the coefficient of Sokal & M ichener allowed us to join classes whose objects have incompatible values of occurrence of variants o f other variables (incom patible answers concerning relationship am ong suppliers, recipients and other institutions supporting logistic processes).
T able 5 presents the key variables for which objects o f different classes have com patible occurrence (or non-occurrence) values o f the appropriate variant of the variable.
T a b le 5
Com m on features o f object classes determ ined with the use of the co m p lete connection method
M odels \ F e a tu r e s C la sse s ' Principle deciding on em ploym ent security D irectio n s o f fo s te rin g b e h a v io u r O bjectives o f hum an resource m anagem ent B asis o f id e n tific a tio n w ith o rg an izatio n Basic m anagem ent instrum ent B u reau cratic I III IV V C onform ity to appropriate procedures P erso n al s e c u rity an d c o m p lia n c e w ith law
D iscipline A w a ren ess o f role p lay ed in c o m p a n y 's o v e ra ll ac tiv ities
Rew ards for com pliance with procedures, penalties for non- com pliance Social X Loyalty to social values and co m p an y ’s interests R ea d in ess fo r sa crifice, lim ita tio n o f need s fo r th e g o o d o f th e w h o le C reatin g values, stability, sen se of equality A w a ren ess o f p o sitio n a n d s o c ia l role, an d ex p e c ta tio n s o f oth ers Striving for perfection; pointing out w eakness; help; understanding G roup II Loyalty to g ro u p ’s interests S u p p o rtin g o th e r g ro u p m e m b ers C reatin g g ro u p s and ta sk teams and stim u latin g gro u p co m petition R e la tio n sh ip s w ith partn ers G roup s support, acceptance from colleagues Individual -o rien ted V III Loyalty to em p lo y ee’s interests A c c e p ta n c e o f n ew c h a lle n g e s D evelopm ent through co n flict. stim ulation o f personal co m petition H ope to re c e iv e su p p o rt fo r in d iv id u al in terests High universal rew ards (m oney)
Social-group
IX C haracteristic features o f a so c ia l-g ro u p model (see ab o v e).
M ixed VI VII
C haracteristic featu res o f a b u reau c ratic, social, g ro u p an d in d iv id u al-o rien te d model (see above).
C lass I (25 elements), class III (15 elements), class IV (15 elements) and class V (7 elements) include objects which diagnose the mixed model of hum an resource m anagem ent, although the dom inating characteristics indicate the bureaucratic model.
All 25 com panies of class I are private and foreign com panies which have been functioning in the m arket for less than 10 years, but also organizations which have been in the market for m ore than 11 years and less than 20. They employ less than 50 workers (2 com panies) or from 51 to 250 w orkers (23 com panies). T heir annual turnover does not exceed PLN 5,000 ,0 0 0 , which indicates that the main criteria o f the choice of suppliers are product quality and timely delivery. In this class, 23 com panies declare that their priority is readiness for cooperation, 2 - the price and 3 o f them - reputation.
N in eteen companies see th eir abilities to find highly skilled agents as very good, w hile six com panies - as average.
T he so urce of authority used by the entities o f class I is authority resulting from legal grounds, guaranteed by hierarchical relations, contracts.
As fo r m ethods which m otivate associates and agents, all companies in class I m ention margin. T here are no training courses, nor professional advisory and assistance. No organization invests in suppliers, nor do they assess the relationships am ong suppliers, recipients and o ther agents which support logistic processes as bein g a partner.
T he ran g e of contacts am ong individual co-operators is sporadic (only while ex e cu tin g a particular transaction), nor is there long-term distribution of risk o r taking advantage o f opportunities. C om panies’ basic methods of facilitatin g integration include: integration of co m p u ter systems and reduction o f the number of supp liers and (strangely enough, considering other responses that do not indicate partnership) creatin g an agreed partnership with suppliers, and even their certificates.
T he link that is responsible fo r quality control is the supplier. Twenty four com p an ies burden the pro d u cer with the ex penses connected with w arehouse maintenance. Instrum ents used to im prove logistic processes include b a r codes and im proved com puter systems.
In ch o o sin g their suppliers, com panies in class III, like in class I, favour product quality and timely delivery. Unlike class I, though, they also consider th e price (15 com panies) and the degree o f solvency. They do not, how ever, take reputation into account.
T hirteen companies see their ability to acquire new high-skilled agents as average, one - as unsatisfactory and one - as very good.
In this class, like in the previous one, the dom inant source of authority is one resulting from legal grounds (14 companies). O ne com pany of class III uses authority which comes from enforcement, that is threats to withdraw m eans o r break cooperation w ith partners that do not comply with the co m p an y ’s requirements.
T he m ost common m ethods of motivating co-operators and agents is m argin (15 companies) and contests of the highest sales, which were not declared by the companies in class I. There are no investm ents in suppliers and the range of contacts is sporadic.
Furtherm ore, there is no distribution of costs connected with storing resources, nor is there any responsibility for quality control in the whole chain. T h e situation in class III, however, is better than in the previous class, because the costs and the responsibility belong to producers and suppliers. It is possible to diagnose a germ o f logistic chains integration, although class III com panies still take the risk and take advantage o f opportunities on their own.
A m ong methods of facilitating integration within the system of producer- supplier-recipient-supporting institutions there is an integration of computer system s and a reduction of the num ber of suppliers. T h ere is also (which is not typical in class I) a reduction in the number of shipping companies. This could result from the fact that two out of fifteen com panies in the class declare outsourcing to be one o f the instruments used in order to facilitate logistic processes. According to class III respondents, other methods of im proving logistic processes include upgrading com puter systems and bar codes, ju s t like in class I.
T he com panies of class III are private and foreign com panies, which have been functioning in the m arket fo r less than 10 years. T hey employ less than 50 w orkers. Their annual turnover does not exceed PLN 5,000,000.
All entities in class IV (like the two previously discussed) diagnose the m ixed m odel of human resource management, although the dominating characteristics indicate the bureaucratic model. T heir criteria of choosing suppliers include product quality, price, punctual delivery, but also location of distribution sites, which was not indicated by com panies in class I and III. One com pany in class IV pointed to the ability to establish new distribution sites.
All com panies in class IV see their abilities to find high-skilled agents as average.
The source of authority used by the entities of class IV is the authority resulting from enforcement, w hich is especially unlike class I. As for methods which motivate associates and agents, the m argin is also the issue here. T h e companies do not invest in their suppliers, n o r do they see their relations with agents and co-operators as based on partnership. The range of contacts is limited to individual transactions. What is also typical in this class, is taking advantage of opportunities and taking risk independently. It is possible to say that there is a germ of logistic chains integration (or at least going in that direction) thanks to the distribution o f costs connected with storing resources and the responsibility for quality control between producers and suppliers.
A m ong methods of facilitating integration within the system of producer- supplier-recipient-supporting institutions, the respondents declared (as in the previous classes) an integration o f computer systems and a reduction of the num ber o f suppliers, but also: long-term contracts (12 com panies), strategic alliances with providers of logistic services (3), suppliers certificate (11), identification of needs and offering new services to suppliers (5), knowledge of co-o p erato rs’ demands through fairs and com m ercial exhibitions (15). Most o f these methods might indicate that the com panies should see their relations with agents as based on partnership. It is not so, however. Perhaps the com panies in this class, having declared their ability o f acquiring new agents to be average, decided to change their strategies tow ards co-operators through decreasing the num ber o f co-operators, creating alliances with them, know ing their needs and offering new services w hich would guarantee mutual loyalty and cooperation. T he author believes that in a few years’ time the com panies might base their activities on integrated logistic chain m anagem ent.
In class IV instruments im proving the quality o f logistic processes include (like in class I and III) bar codes and upgrading com puter systems, but also reengineering (10 com panies), which could support my previous speculations. Companies of class IV are private and state-ow ned companies which have been functioning in the market for more than 11 years and those older than 20 years. They em ploy from 251 to 1,000 w orkers. Their annual turnover is from PLN 5,000,000 to 100,000,000, or more.
T he bureaucratic model o f human resource m anagem ent dominates entities in class V. Their criteria of choosing suppliers include product quality, tim ely delivery, but also (like in class I but unlike class III or IV) readiness for cooperation. E ntities o f class V (unlike class I, III or IV) do not
pay attention to prices. They do, however, pay attention to candidates’ new product lines, quality and num ber o f sales staff and reputation.
All com panies in class V see their abilities to find high-skilled agents as very good, and, which is not typical for class I, III o r IV, their authority com es from an expert position. Therefore, seeking new cooperation, they use professional knowledge and experience valued by their co-operators. M ethods o f motivating their co-operators include m argin, but also rewards, resources for advertising, training courses, professional counselling. These should be more typical for the social and group model o f human resource m anagem ent. It must be noted, though, that it is a class consisting of only seven elem ents and its respondents indicated numerous characteristics of the individual-oriented model w hose elements can influence relations among producers, suppliers, recipients, or possibly other institutions supporting logistic processes. Companies o f class V invest in th eir suppliers and see relations between themselves and their suppliers as based on partnership. T he range o f contacts among chain links is permanent. T h e responsibility for quality and storage costs is placed evenly throughout the whole chain. The distribution of risk and opportunities is described as long-term .
A m ong methods of facilitating integration within the system of producer- supplier-recipient-supporting institutions, the respondents declared (as in class I, III and IV) an integration of computer system s, a reduction in the num ber o f suppliers, but also creating contracted relations with suppliers, long-term contracts, strategic alliances with providers o f logistic services, suppliers certificate, identification of needs and offering new services to suppliers, and knowing co-operators’ demands through fairs and commercial exhibitions (all like in class IV).
Instrum ents improving the quality of logistic processes include reengineering (4 companies), which is similar to class IV. Such a situation m ight be explained by the fact that both classes consist o f big companies that try to m ake themselves less bureaucratic and ‘flatten’ their structures. In a further perspective, they may base their activities on the group or social model. T hey may base their logistic chain m anagem ent on strategic and ‘frien d ly ’ relationships with suppliers, rationalization and department allocation (unlike class I, III or IV), improvement o f com puter systems, bar codes (like class I, III and IV). There are com panies which use benchm arking and outsourcing (2 companies).
T he class encompasses big, private and state-ow ned companies which have been functioning in the m arket for more than 11 or even 20 years. They
em ploy from 251 to 1,000 w orkers. Their annual turnover is from PLN 5,000,000 to 100,000,000, or even more.
It is worth noting that the features which distinguish class V from com panies of class I, II or IV, m ake it similar to classes II, IX and X, which represent the group and social models of human resource management. B eside this, 38 out of 63 com panies which diagnosed the bureaucratic model use a m odel based on acquiring experts from outside. H ow ever, 30% of big com panies which employ over 251 staff, despite the dom inating bureaucratic m odel, base their strategies on a model of human resource contracting which facilitates integration.
C lass II (15 elements), class IX (9 elements) and class X (8 elements) include companies whose responses diagnose the m ixed model of human resource management, dom inated by elements indicating the group model (class II), the group-social m odel (class IX) and the social model (class X).
In class II the criteria o f choosing suppliers include product quality, punctual delivery, readiness for cooperation (like class I, III, IV and V) and reputation. Besides, 3 out of the 15 mentioned candidates’ new product lines, quality and number of sales staff, which is sim ilar to class V. Twelve com panies see their ability to acquire high-skilled agents as very good, only three as average, none as unsatisfactory.
T w elve out of fifteen organizations use their authority which comes from rew arding agents and offering them additional advantages for the execution o f p articular tasks. The other three base themselves on their expert positions. The indicated types of authority and the assumptions o f the group model are reflected in the management o f the whole logistic chain.
R elations among producers, suppliers, recipients and supporting institutions are assessed as based on partnership. T here is a permanent contact am ong chain links and the responsibility for quality and storage costs is placed evenly throughout the whole chain. Typical is the distribution of risk and opportunities which is described as long-term.
M ethods of motivating th eir co-operators include margin, rewards, highest sales contests, training courses, professional counselling and assistance. All companies invest in their suppliers.
A m ong the methods o f facilitating integration, they mentioned integration of computer system s, reduction of the num ber o f suppliers, long term contracts, certificates, identification of needs and offering new services to suppliers, and knowing co-operators’ dem ands through fairs and com m ercial exhibitions.
Instruments improving the quality of logistic processes include reengineering (3 com panies), rationalization and department allocation (12 companies), improvement of computer systems and bar codes (3 companies), self-managed teams (12 companies) benchmarking (12 companies) and outsourcing (1 company).
The class includes private and foreign companies which have been functioning in the market for between 11 and 20 years. They employ from 51 to 250 workers. Their annual turnover is from PLN 5,000,000 to 100,000,000.
Very similar to class II is class IX, where responses indicate a model intermediate between the group and social models, and also class X where the social model of human resource management was clearly diagnosed.
As for the supplier’s selection criteria, entities in class X mention product quality, readiness for cooperation, timely deliveries and reputation. Companies in class IX add prices and solvency, but do not mention reputation and readiness for cooperation.
All class IX entities view their ability to acquire high-skilled agents as very good. In class X, six out of eight companies see this ability as very good, two com panies - as average.
Class IX entities use authority coming from rewards, the same as two out of eight entities in class X. The remaining six use authority coming from their expert positions. Methods of motivating their co-operators include margin, rewards, highest sales contests. Companies in class X also mention training courses and professional assistance. According to the author, this is because the assumptions of the social model o f human resource managem ent are exactly converted into social management o f links within a logistic chain.
Com panies of classes IX and X, like class II, invest in their suppliers and see their cooperation as strategic and based on partnership. Therefore, there is a long-term distribution of opportunities and risks. The responsibility for quality and storage costs in both classes is placed evenly throughout the whole chain. There is permanent contact among chain links.
A m ong methods of facilitating integration they mentioned integration of com puter systems, reduction of the number of suppliers, identification of needs and offering new services to suppliers, and also knowing co-operators’ demands through fairs and commercial exhibitions. Entities in class EX also indicate contracted partnership with suppliers and long-term contracts. They do not, however, declare participation in fairs and exhibitions in order to know their suppliers’ demands.
In class X instruments improving the quality of logistic processes include rationalization and department allocation, improvement o f computer systems,
bar codes, self-managed teams and benchmarking. Class IX entities favour bar codes and upgrading of com puter systems. In classes II, IX and X the dom inating model of human resource management is one based on building personal alliances. Class IX includes private and foreign companies which have been functioning in the market for less than 10 years. They employ less than 50 workers. Their annual turnover is less than PLN 5,000,000. Class X includes private and foreign companies which employ from 51 to 250 workers. Their annual turnover is from PLN 5,000,000 to 100,000,000.
Responses from companies in class VIII indicate the domination of the individual-oriented model o f human resource management. Because the basic instrument of management are is rewards of universal importance (money), com panies which declared this model as typical for them concentrate on financial indicators (price, solvency, financial terms, financial results, location of distribution points). The same applies to the criteria o f supplier’s selection. Com panies in class VIII see their abilities to find high-skilled agents as average. Authority comes from rewards. Methods of m otivating their co-operators include rewards and highest sales contests. This may be a result of the basic aims o f the individual-oriented model (development through conflict, career creation, stimulation of personal competition). Class V III companies do not invest in their suppliers, nor do they see their agents and cooperating parties as partners.
The range of contacts am ong individual co-operators is restricted to particular transactions. There is no long-term distribution of risks or taking advantage of opportunities. Costs and responsibilities connected with quality control are laid either on producers or suppliers.
A m ong methods of improving relations am ong producers, suppliers, recipients, or possibly other institutions supporting logistic processes, they m ention integration of com puter systems, reduction of the number of suppliers, contracts, certificates and identification of co-operators’ needs.
Instruments improving the quality of logistic processes include reengineering (four companies), improvement of computer systems (four companies), bar codes (four companies) and outsourcing (one com pany). All class VIII com panies base their activities on personnel management strategies that are built on a hum an resource acquisition model.
T he class includes private and state-owned com panies which have been functioning in the market for more than 11 but less than 20 years. They employ from 251 to 1,000 workers. T heir annual turnover exceeds PLN 100,000,000.
C lass VI (5 elements) and class VII (2 elements) are sim ilar in relation to the total model mix. According to the responses, there is no distinct dominating
model o f human resource management. As for the supplier’s selection criteria, entities in both classes mention the price, product quality, punctual deliveries and solvency. Companies see their abilities to find high-skilled agents as average. In class VI, three out of five companies even indicate unsatisfactory abilities.
In class VI, authority comes from rewards (one company) and legal grounds (four companies). In class VII, companies only use authority resulting from legal grounds. Methods of motivating their co-operators and agents include margin. Entities in class VI also mention highest sales contests. Companies do not invest in suppliers and mutual relations are not seen as based on partnership.
There is no long-term distribution of risks and opportunities. In class VI, the responsibility for quality control belongs to producers (four companies), suppliers (four companies). In class VII it is also shipping agencies (two companies).The costs of storage in class VI belong to producers (three companies) and suppliers (two companies). In class VII it is shipping agencies again.
A m ong methods of facilitating integration com panies mention direct relations with suppliers (one company), suppliers certificates (three companies), knowing co-operators’ demands through fairs and commercial exhibitions (one company). In class VII, companies mention direct relations with suppliers and a decreased number of suppliers. Instruments improving the quality of logistic processes are bar codes. In class VI it is also upgrading com puter systems.
Class V I includes foreign companies which have been functioning in the market for less than 10 years. They employ less than 50 workers. Their annual turnover does not exceed PLN 5,000,000. Class VII includes private and foreign companies which have been functioning in the market for less than 10 years. They em ploy less than 50 workers. Their annual turnover is between PLN 5,000,000 and PLN 1,000,000.
3. DISCUSSION
The research can be summarized as follows:
1) N one of the 105 analyzed companies manages their human resource on the basis o f a model in its strict form.
2) Nevertheless, in each com pany there are determinants which indicate that one of the models prevails.
3) The responses showed that the dominant model o f human resource management (at least among the 105 companies) is the bureaucratic model. This
is the basic model for 39% of big companies, 63% of small companies and 57% of medium-sized companies. In the light of the theoretical assumption where the role model is the social model, the survey results are som ewhat alarming.
4) T he social model was rarely used by the 105 com panies. It was dominant in 27% o f small companies and 14% of medium-sized com panies. In the case of big com panies, none of them considered the model to be dominant. Big companies do not see the need for implementing the social model. That confirms the thesis that the size o f company determines the choice of a model for hum an resource management. The bigger the com pany, the lower the percentage of companies which use the social model.
5) 29% of medium-sized com panies chose the group model as the dominant one. The model is aimed at team activities which may contribute to the final success in medium-sized companies. It is not surprising that 43% of medium sized com panies mentioned self-governing teams as an instrument of improving the effectiveness of logistic processes and strategies for integrated logistic chains. Supporting teamwork is important in human resource management of medium-sized companies. In spite of this, the bureaucratic model is still dominant in that group. That undermines the hypothesis that self-governing teams are an instrument facilitating the effectiveness o f logistic systems and strategies for logistic chains.
6) T he survey does not permit us to reject the hypothesis that the model of human resource management implemented by a com pany influences its relationship with suppliers, recipients and other institutions which support logistic processes:
a) A m ong companies which assumed the bureaucratic model of human resource management, the dom inant source of authority over their agents is authority resulting from legal grounds guaranteed by hierarchical relations, contracts. Besides, it is also the case of enforced authority which is based on threats concerning withdrawal o f means or breaking o ff cooperation in case agents do not comply with requirements. Among the w ays of motivating co- operators the most common are: margin, prizes, contests of highest sales. Com panies in this group usually limit their co-operation with agents to specific transactions and independently take either advantage or risks. There is no long term division between risks and opportunities. Most com panies which are based on the bureaucratic model asses their ability to win new high skilled agents as average. Numerous impersonal formal procedures, technocratic mechanisms of decision making concerning personnel and procedures aimed at discipline and obedience are characteristic of the bureaucratic model of human resource
m an ag em en t. The model then influences the re latio n sh ip with suppliers, re cip ien ts and other institutions w hich support logistic processes.
b) C om panies whose resp o n ses pointed to eith er a social or a group m odel o f human resource m anagem ent m entioned som e sources o f au th o rity used to assure coo p eratio n from agents. T h e major sources, ac co rd in g to the respondents, are firstly offering ad d itio n al benefit and sec o n d ly , authority re su ltin g from professional knowledge and e x p e rie n c e respected by ag ents. Among the w ays of motivating c o o p e rato rs the most com m on are: margin, prizes, contests of highest sales. T h ey also point to: tra in in g courses, p rofessional counseling and a ssistan ce . Such com panies invest in their workers as a team , but also in th eir suppliers. Small co m panies are an exception and despite their 27% share in the social model o f hum an resource m anagem ent, they do not invest in their suppliers. S uch a situation can be cau sed by different re stric tio n s, mostly financial. C om panies which im plem ented the social, g roup or mixed social and group models see th e ir relations with su p p liers, recipients and o th e r institutions w hich support logistic p ro c esses as a partnership. T h ey also have perm anent contacts with the log istic system s of their cooperators. In com parison with com panies based on different m odels, th ere are definitely m o re com panies which assess th e ir ability to win new high skilled agents as very good. The p rin cip les o f the social or g ro u p model of human reso u rce managem ent seem to influence relationship with business p artn ers. The com panies co n sid ered the number o f supp liers and long-term contracts the m ajor factors w hich smooth the p ro c ess o f integration o f system s.
c) A special case is the g ro u p of big com panies, e ith e r private or state- ow ned, w hich have been in the m arket for more than 10 or even 20 years. T hey em p lo y over 250 w orkers and their annual tu rn o v e r is from 5 to 100 m illion zlotys, or more. R esponses coming from 93% o f such com panies in d icated the bureaucratic m odel of human re so u rce managem ent, h o w e v er 30% of the com p an ies declare that th ey provide training co u rses, professional assistan ce and counseling. T h a t would mean that they in v est in the developm ent o f their suppliers, they view their relations as p artn e rsh ip and see the lon g -term risk and opportu n ity division am ong c o o p e ra to rs. Big com panies are also special b ecause only in this group w ere com panies (less than 7% ) whose responses in d icated the individual- o rien te d model of hum an resource m anagem ent. O ne would rather
believe th at such a model is m ore suitable for sm all or m edium-sized co m p an ie s. None of those, h o w ev er, declared this m o d el as the dominant one. W e m ust notice, though, th at in case of the 7% o f com panies, the theory o f the individual-oriented model is shifted o n to relations with su p p liers, recipients and o th e r institutions, w hich support logistic pro c esses. There are com panies for which the m ain objective of human resource m anagem ent is d ev elo p m en t through c o n flic t, carcer building and stim ulation of personal com petition. M o re o v er, the base for id en tificatio n with an o rg a n izatio n according to th em is the hope of su p p o rtin g o ne’s own in tere sts and identification w ith a person. Their basic instrum ent used in m anagem ent is m oney rewards. Those co m p an ie s do not see their re la tio n s with cooperators as partnership. As for relatio n sh ip s, their m ain c rite ria for choosing su p p lie rs lie in finance (price, financial conditions, ab ility to pay). In d e p en d en t use of risks and o p p o rtu n itie s by the logistic system of each co m p an y correlates with sp o ra d ic contracts (closed fo r a given tran sactio n ). The com panies d e c la re d that the main in strum ent of m otiv atin g suppliers is the stim u latio n of com petition am o n g them. It can be th erefore concluded that th e main goals of h u m an resource m anagem ent in the com pany (d e v elo p m en t through co n flic t, individual co m p etitio n , career building) are sh ifte d onto relationship m anagem ent among su p p liers, recipients and o th er institutions which su p p o rt logistic processes.
T h e survey results seem to support the thesis th at the social model o f hum an resource m anagem ent m akes it easier to c re a te partner relations a m o n g logistic systems o f cooperating com panies. T he group model fa v o u rs such relations as w ell. It ju st stands one ru n g low er on the ladder o f e v o lu tio n of models o f h u m an resource m anagem ent.
It tu rn s out that both the social and the gro u p m odels are typical m o d els for medium-sized com panies, either w ith national or foreign ca p ita l. T herefore, as regards the 105 surveyed co m p an ie s, it is m edium sized com panies, which are the closest to the co n cep t of building in teg ra te d logistic chains b ased on partner re la tio n s am ong cooperating links.
7) O f all the com panies b ased on the social m o d el, over 50% of those in fa v o u r of the group m odel as dominant, and 50% of those who im p lem en ted the mixed social and group model (th at is models with long term p a rtn e r relations typical o f integrated logistic ch a in s) pointed to the
stra te g y based on m ain tain in g their own hum an re so u rc e m anagem ent and w in n in g workers from o u tsid e at the sam e tim e . T hese are typical q u a litie s o f the alliance cre a tio n model of human re so u rce m anagem ent. It a lso supports the th esis that strategies b ased on staff alliances fa c ilita te integration of lo g istic chains.
8) T h e survey results show that the strategy o f winning hum an re so u rc e s is typical of co m p an ie s, which are b ase d on the individual- o rie n te d and bureaucratic m odels and do not generally facilitate in te g ra tio n with a logistic ch a in . Over 50% of c o m p a n ie s based on the b u re a u c ra tic model and 100% o f those based on th e individual-oriented m odel are based on w in n in g experts from outside if their skills fit in w ith th e com pany’s c u rren t strategy. Such a c o m p a n y employs and d ism isse s workers according to its needs. It fo c u se s on selection and a sse ssm e n t and neglects tra in in g courses or in v estm en ts in suppliers. It fa ces o pportunities and risks on its own.
9) S trategies based on con tractin g human re so u rces were only id e n tifie d in the case o f a few big com panies. T h e y em ploy over 250 p e o p le and are based on the bureaucratic m odel. D e sp ite that they act w ith a logistic chain. T hey co n stitu te only 30% o f the num ber of big c o m p a n ie s. That does not m ean , however, that we c a n dism iss the idea that th e strategy based on co n tra ctin g human re so u rc e s facilitates the in te g ra tio n of chain links. T h e lim ited num ber o f su ch com panies can c o n firm the theoretical assu m p tio n s that the c o n tra c tin g model is m ain ly used at the highest level of integration w ith in a chain (e.g. in te g ra tio n within virtual co rp o ratio n s). We know th a t in practice there are still very few com panies w ith such a level o f a d v a n c e d cooperation.
T h e research, by d ia g n o sin g m odels of human re so u rc e m anagem ent and a n a ly sin g com panies’ re la tio n s with custom ers, helped to show the m o d els and strategies w hich fa cilitate the ex ecu tio n o f the concept of su p p ly ch ain s. The em pirical studies helped to d e fin e the models and stra te g ie s which do not fo s te r cooperation and stra te g ic partnership, thus b e in g useless in in te g ra tin g m etalogistic chain links. The au th o r’s re se a rc h hypothesis that lo g istic personnel and s ta ff m anagem ent d e te rm in e the execution o f the concept of logistic c h a in s was therefore c o n firm e d .
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