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Influence of chosen meteorological phenomena on the selected factors of work injuries
registered in the timber harvesting process in the Slovak forest sector was analyzed.
Fall of person as one of the injury kinds happened during the rain, resp. on the
slippery surface in 68% of all cases. Legs were the most often injured parts of body
and the number of 41 cases registered on the damp surface and the number of 36 cases
occurred, when it was raining. Within the cause 12 (a work risk) the most injuries
happened on slippery surface and during the rainfall. The methods of analysis, synthesis
and following comparison were used while elaborating this work. There was also statistical
analysis carried out. Dependency of specific source of injury, an injury causative
variation and the kind of injury on soil surface conditions was analyzed and this was
validated with the significance level 5%.
The new EU strategy for the years 2007 – 2012 has suggested to reduce the total work injuries occurrence rate by 25% in EU-27 by the year 2012 (Komisia európskych spoločenstiev, 2007). Effective tool for work injuries elimination is prevention. On the end of paper, authors recommend basic measures observance for prevent the work injuries occurrence in timber harvesting process. |
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The objective of the following article is to present issues associated with managing
knowledge workers. In the first part of this article, the workers knowledge as well
as the organizations knowledges together have been briefly characterized pointing inter
alia to the characteristics of such organization. The further part of this article
focuses mainly on the specificity of managing knowledge workers, determined by the
characteristics of these workers as well as tasks they have to tackle. The author has
also attempted to define major problems connected with managing knowledge workers and
indicate methods which could increase the effectiveness of such management. The final
part of the article includes findings resulting from theoretical consideration. Giving
workers difficult and ambitious challenges, managerial activities oriented at providing
considerable independence of workers all have a positive influence on their creativity
and innovativeness. Knowledge worker will be able to operate effectively and fully
exploit its opportunities, if the organization will be provided adequate financial,
technical and information resources, and owned infrastructure used properly.
It seems necessary to search for a new formula facilitating the effectiveness of work through e.g. increasing the number of workers motivational tools or shaping organizational culture prompting innovativeness, independence and responsibility. Personnel policy must be oriented at finding the best candidates for particular positions as well as at improving employee’s competence and involvement regularly. The development of the knowledge worker is more important that achieving current results as it is oriented at the future effects. |
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Career development is inseparable part of the system of human resource management of
any civil service. Forming a new conception of the Lithuanian civil service it is necessary
to pay more systemic attention to career development as the means of strengthening
managerial potential in the service. Many theoretical conceptions were produced and
much of empirical material was collected in respect to separate components and processes
of career development systems: on one hand about individual career development, having
a long history and rich theoretical base, and on the other – human resource development,
a relatively young field of study, which is still creating and renewing its theoretical
base. However it has to be stressed that quite big gap is still noticeable between
these areas of scientific study, therefore they are often considered to be separate
and not generating both of them uniting theoretical and research ideas.
The authors looking for the solutions of the mentioned practical and theoretical problems are considering the main principles of functioning of effective career development system and on the basis of that construct the model of career development system for the civil service integrating individual and organizational levels. Systemic analysis of theoretical conceptions, comparative analysis and the best career development practices analysis in public and private organizations were used as the methods modelling the career development system. To ground theoretical assumptions the authors of the article are also presenting the data from pilot study (survey). |
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The aim of this work – with the help of the selective statistic analysis – is to find
out if there are significant differences in dimensions of adult population of the Slovak
republic and Croatia. The subject of the research consists in 5 antrophometrical dimensions
which are important especially from the point of view of ergonomy. Based on a detailed
description and with the help of statistic testing the analysis of differences in the
form, position, variability and derived quantiles divisions of examined characters
was carried out and it was found out that in the monitored populations divided to a
male and female part there are no statistically important differences in height and
width body parameters but there are important differences in limbs dimensions. The
statement that in both monitored countries it is not posible to use the same ergonomical
norms in determination of optimum working space results from it.
The survey and obtained results indicate that in both countries there are mostly statistically significant differences in position of empirical divisions of hands and legs dimensions and this may be seen in more distinctive diversions of quantile characteristics. Practically it could be seen that dimensions of hands and legs of model figures of Croatian population (lengths of hands and legs) are at comparable height parameters systematically lower that in Slovak population part. |
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An important part of a comprehensive personality profile in today’s labour market is
represented by language skills, reading and writing literacy, and communication skills.
They belong to the group of key competences that are part of lifelong learning. In
the business environment, foreign language competence and communication are perceived
as a means of transmission of knowledge, values, experience, business objectives or
success. Language and communication skills in modern education at universities or in
enterprises are closely associated with greater outlooks for obtaining adequate and
good quality employment, with personal development, with better promotion possibilities,
with successful management of work or business meetings, and with the concept of
cultural awareness.
Globalization, internationalization of the work environment, possibilities for studying, working, running a business or doing an internship abroad, using modern forms of communication – all this results in the increasing need for communication, dissemination of information and experience in a foreign language. The report on the implementation of the Action Plan „Promoting Language Learning and Linguistic Diversity” emphasizes the role of the European Commission in helping Member States to promote multilingualism. |
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Organizations of all the types and sizes are subject to strong pressure from the changing
environment. In addition to changes in demand and customer´s requirements they have
to face possible economic fluctuations, legislative changes, failures of staff and
competitive pressures. Apart from the possibility of technical, logistical, and other
innovative marketing strategies, one possible way of ensuring high competitiveness
of the organization is the art of effective and dynamic plan for the organization,
while motivating human potential of the organization, so as to increase the efficiency
of its performance.
It can be stated that the planning in organization and motivation of human potential is the key in achieving the success and competitiveness of the company. Right planning conception and incentive system can capture and integrate all activities, departments and services of the organization, and integrate the organization as a whole with all its parts. It unifies the procedures, techniques and tools and especially all the staff in view of the organization’s goals and ways of achieving them. |
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The authors point out new trends in human resource management, particularly the possibility
to apply a process approach in job analysis. At the beginning they bring attributes
of traditional approach to job analysis, course of its processing and an opinion concerning
basic outcomes, i.e. job description and job specification. Traditional approach is
characterized by meritorious definition of working tasks, responsibilities and characteristics
of a suitable job holder. Many employees may refuse to fulfil the tasks and take responsibility
over the frame of the duties defined in a job description. The authors describe utilization
of process approach in job analysis in a form of case study. Process analysis depends
on many aspects which are provided by the authors in the course of its processing.
At the end the authors offer comparison of main attributes of job analysis in application
of traditional and process approach.
Each approach to working position analysis – traditional or process – has its own advantages and disadvantages. Traditional meritorious approach is from the point of view of human resource management more complex because it brings the view concerning job in a form of its description and specification of requirements on working position holder. The process approach is on the other hand more objective from the point of view of activities which are supposed to be carried out at a particular job. Its advantage is that a process model which may become the base for the future management system requirements is established in the organization. |
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The corporate social responsibility (CSR) is a modern concept, which is being developed
as a result of deepening global problems of the world, to whose solution mainly businesses
should contribute. CSR becomes an important tool of sustainable development. It includes
various kinds of activities of a company for which differences in terms as well as
in content are characteristic. A lot of theoretic perspectives and socially responsible
activities in business practice diffuse with the human resources management (HRM),
which has gone through several changes during the recent century and nowadays, it is
integrated into the strategy of the company. The common denominator of CSR and HRM
is their significantly strategic character, which is reflected into concrete activities,
its ethical dimension in realisation of these activities in and decision-making and
strengthening influence of European dimension. Primarily, the human resources managers
contribute to the development and embedding socially responsible behaviour into the
area of HRM. They can significantly help to create a space to synchronize economic
imperatives of the company with its social development and in the application of ethical
principles into HRM.
It is the need for deeper analysis of the position and role of the company in society. For what the company is responsible and for what it cannot be. Opinions of authors in this direction differ, from those who encourage businesses not to feel responsible for everything any longer to those who ascribe them full responsibility. Undisputed remains the fact that socially responsible activities of enterprises cannot threaten their long-term economic performance, which is a prerequisite for being able to be „social”, i.e. to integrate interests of individuals – employees and consumers, communities and whole society to its objectives. |
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The aim of article is to add some points to the discussion about value of different
actions in area of human resources management and talent management practices realized
and recommended in companies during transitional period between economic crisis and
new prosperity phase expected. The theoretical psychological background of job insecurity
and its organizational implications as well as an economical risk of too restrictive
HR policy during crisis are indicated. Main practical directions of HRM strategies
used by companies during crisis time are described and there are recommended theses
tactics which seem to be prospective in regards to future. Conclusions for more innovative
HR practices based on offensive active strategies are discussed together with theoretical
model and results of special set reports done in years 2009 – 2010 dedicated to talent
management as a most prospective way to achieve competitive position on the market
acting in knowledge – based – economical conditions.
The challenge of the current economical crisis has to be properly used as a chance to revalidate and change of kind and character of already implemented but mostly unsatisfactory HR strategies and practices. There is also occasion to change general status quo of HR department in a company – from till now mostly service oriented – to more central and strategic. This special time has to be creatively used for reorganization which doesn’t mean only leaning and reduction of company’s costs (what is obviously very important but insufficient) – but has to be taken together with prospective, innovative and developmental reorientation and reorganization. |
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This article is about the importance and relevance of the changes for the organization.
At first it is necessary to define the term decision-making and motivation, because
both of them relate to management of changes. Decision-making is the most important
function of management and the decision may mean that more or less change is needed.
Employee’s motivation influence decision-making process itself and change management.
Motivated employees more easily accept the planned changes and they are more inclined
to improvement proposal. Organizational changes are not implemented without problems.
Often there are barriers that may negatively affect the planned changes or prevent
their realization. In conclusion, it is suggested the importance of removing barriers
that relate to the personality of employees or the functioning of the organization.
Motivation is an important element in any change in the organization and influences
the whole process of change management and the organization itself.
Employee motivation affects the level and quality of changes in the organization, and conversely a change in the organization can lead to silencing or enhancing employee motivation. The motivational program as a tool for influencing motivation should be a part of the organization as a precondition of success of the implementation of future changes. Because only motivated employees are satisfied employees. Continuous assessment of motivational factors and by varying forms of motivation is not only increases work efficiency, but also strengthens the relationship of employee to the organization. Such employees are flexible in the future and better accept changes. |
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The information in the form of the workers and management staff opinion constitutes
one of the most important elements of the organization improvement process by using
of value engineering. In the article there research findings in the area of workers
and management staff opinion were presented in the context of its applying in order
to the enterprise effectiveness increase achieved by unnecessary costs reduction and
fulfilling of functional and quality requirements. Traditional quality management tools,
the FEMA method and the BOST method, were used in the examinations.
A reliable method of work candidates assessment should include a detailed application forms for admission to work, tests (which will be aimed at selecting the best people from all candidates), and interviews carried out by appropriately trained for this person. Evaluation of results is important for identifying training needs, decisions on salary increases, promotions possible to employees and ensuring adequate feedback information. Managers should always remember about the problem of information from these evaluations, because it is difficult to accurately assess the various aspects of employee skills and competencies for a given position. |