| Nowadays, more and more researchers are looking for factors that may contribute to job satisfaction. Because of potential advantages, employers are interested in this area. The author's research proposes that job satisfaction is determined by time perspective. As far as job satisfaction is concerned, research includes its emotional and cognitive aspect. When it comes to time perspective, it emerges from cognitive processes dividing human experience into past, present and future temporal frames. Five types of time perspective are taken into consideration. In order to emphasize the dependence, analysis includes two almost contradictory types of occupation: professionals oriented towards the people and professionals oriented towards the objects. It flows from article that analysis of time orientation is rather complex and it should consider all possible determinants. Moreover, there are not many people who manifest all the time, in every space of life, only one particular type of time perspective. Apart from characteristics typical of one specific time perspective, people reveal other features of other time perspectives. All participants of the survey meet the demands mentioned in the introduction to study, such as: name of profession, range of duties (optionally), duration of work etc. However, results should be interpreted with caution. |
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The paper deals with the most important aspects of a decision taking from a viewpoint of key
processes of human potential management, especially the process of motivating employees and managers.
The decision taking means a series of thinking steps the content of which consists in a detailed
assessing all information, creation of potentially right decisional variants or alternatives, choice
of the best variant/alternative, its realization, and a feedback of its correctness. It is interesting
to consider the decision taking in correlations with the motivating employees and managers. We
can understand the motivating as a decisional process in which the decision taker makes a lot
of various decisions. This idea is supported by results of questionnaire survey done in 2009.
The results confirm that the employees’ and managers’ motivation is influenced by many factors
which have decided about the change of their motivation.
A complexity of motivational decision taking is related namely with following factors: participants on motivational decision taking (several deciders participate in this process), consequences of the decisions realization, recursion of the motivational decision taking, multi or inter-disciplinary character, dynamics and variableness of motivational decision taking process, character of used methods, etc. It flows from the paper that the decision taking realized in the area of motivating employees and managers can be understood as a system and systematic process connected with intensity and structure of the decision taker’s motivation in a great level. |
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Satisfied, highly-motivated and loyal employees represent the basis of competitive company.
The growth of satisfaction is to be reflected in the increase of productivity, improvement
of the products’ quality or rendered services and higher number of innovations.
Satisfied employees form positive reference to the employer and thus increase its
attractiveness for potential job seekers and strengthen its competitive position
in the market. Management of the company does not often know opinions of own employees
and underestimates dependence between satisfaction of employees and total successfulness
of the company in the market. The article brings the results of the employees’ survey
in the field of human resources management in the financial sector, factors of the
satisfactions which can significantly influence the motivation of the employees
and identify problem areas in the human resources management in the organization
of the financial sector.
The survey affirms that the orientation of the personal policy, i.e. management of the career, working conditions, and environment is a problem area in the human resources management in the researched organization. Based upon experience implementation of personal policy should be done step by step and successful achievement can last a few years. Before implementation management should clearly define why we are here, what is our aim and how we intend to attain defined target. Simultaneously executives should not underestimate employees’ opinion on one hand and take into consideration current external environment which can influence human resources management on the other hand. |
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The Directive 44/EC from 2002, On the Minimum Health and Safety Requirements Regarding
to Exposure of Workers to the Risk Arising from Physical Agents: Vibration , became
obligatory for all EU member-states after 2014. As it is well known, it sets limits
for the worker’s exposure to hand-arm transmitted vibration at 2.5 m/s2 (action
value), i.e. 5 m/s2 (upper limit value). It is also known that daily vibration exposure
shall be expressed in terms of 8-h energy-equivalent frequency-weighted vibration
total value A(8). In order to determine the level of daily exposure two parameters
have to be measured: frequency-weighted r.m.s. acceleration value and the total
daily duration of exposure to the vibration (Suchomel et.al., 2010).
When the work consists of several activities with different vibration magnitudes, in order to determine the daily vibration exposure A(8), the frequency-weighted r.m.s. acceleration value for all single activities and duration of all individual vibration exposure should be measured according to ISO 5349-1:2001. The paper reports the results of measurement of the chain saw operator’s exposure to vibration at forest nursery and thinning. |
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Motivating the employees has the key importance for providing their efficiency and
quality of work. This especially applies for employment in the conditions of economic
crisis, where the growth of de-motivational factors can be recognized, which has
negative influence on the motivation of the employees. In the research we wanted
to establish the current situation of motivation of the employees in Croatian wood
processing and furniture manufacturing companies. The research was conducted in
the period of the deepest crisis in Croatian industry, in the year 2010. We found
out that the companies’ management pays the most attention to assuring employees’
security and their reciprocal relations, which is without a doubt of great importance
in the period of great insecurity of business and growing tension among people.
We established that the single most important motivating factor is the salary, following by safety.
Comparing given results to results achieved in the similar research conducted in the year 2006 we found out that in the times of the normal economical behavior and environment, employees and managers in wood processing and furniture manufacturing pay more attention to security followed by the reputation of the company. Mainly, in the time of crisis employees and managers in wood processing and furniture manufacturing companies pay more attention to survival and physiological needs, while in the times of normal economic activities and environment they pay more attention to social needs including relationships with other employees and environment. This research can help managers in companies to address their efforts in motivating employees in a proper way to make a sustainable survival and development for their companies. |
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Change generally means the ´movement´ over time. The goal of the article is to establish
or set up a framework for understanding organizational change and its importance
for organizations and management. The term organizational change usually refers
to modifications in an organization’s structure, goals, technology, and work tasks.
Contemporary organizational change seems to be unique and is driven by global
market competition and the organizational ability to gain continuously competitive
advantage based on fast organizational change and flexible adaptability. Change
is a very complex problem and it seems to lie in whether (i) we approach the world
as though stability and fixity are the norm, and change is a deviance from the norm,
or (ii) we see change as the norm and stability vain attempt to arrest its process.
The article introduces philosophical background of change since the pre-Socratic ancient Greek philosophers, proceeds analysis of modern and postmodern theories, including open system theory. Modern industrial theories tend to prioritize stability of concepts, things and states, and it is characterized by a tendency to threat ideas and processes as things, operationalized in an either/or logic, we change from this to that, do this or that, rather than being in a state with elements of both. Postmodern post-industrial theories and approaches emphasize instability, the fact that the future is always emerging in the present, and that at any moment a state contains elements both of what was and what is coming to be. The article ends managing the change process and emphasizes life cycle approaches. The author believes that change and change management is the core issue of contemporary human resource management and motivation. The article is also a call for communities of practice and academic learning groups to study and research collaboratively change and organizational change issues. |
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Considering the working performance management of a cohort denoted as generation
Y it is more than obvious that the cohort analysis obtains substantial importance
nowadays. The youngest and at the same time the most numerous of three generations
of people in productive age entered the Slovak labor market a few years ago. The
hierarchy of values of its members differs markedly. It distinguishes from older
generations X and Baby Boomers especially in the need of permanent change, the search
for entertainment in all the areas of everyday life, excessive payment expectations,
the requirements for fast career growth and promotion, excellent exploitation of
digital interactive technologies and permanent but preferably impersonal communication.
The authors focus their attention on Generation Y members and their personal features shaped in the times of their childhood and youth. They as well stress the importance of the aspects influencing potential employer selection, the characteristics of their working behavior and the recommendations for employers which may help them develop the young employees’ potential so that the potential serves this or that company and its needs. The research was realized on a sample of younger generation Y group at the Faculty of Economics of Matej Bel University. |
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This paper presents the results of a survey carried out among service-based businesses
in terms of employees’ knowledge management. The survey was based on experiences
of the managers who could identify and indicate the main processes of knowledge
management which function in their businesses and other related partial activities
taken by the employees. The activities connected with knowledge management in terms
of their identification, use, transfer, and development were also presented. The
opportunities for use of information tools, systems, and technologies to support
the processes of communication, and transfer of knowledge within the framework of
the discussed concept were also emphasized.
Almost every enterprise has opportunities for storage and dissemination of information and knowledge within an enterprise. These activities are also supported by Intranet networks which allow for constant access to current information about the enterprise. These tools impact on maintaining a coherence of information which is transferred and proper coordination of the process of knowledge management which allows employees to use the same documents, spreadsheets, reports and analyses independently. Effective management of contemporary enterprises calls for complex and consolidated rather than fragmentary knowledge of key processes. The enterprises which manage knowledge require direct communication between the employees and any entities from the environment, which allows for fast transfer of information and knowledge in the form of a feedback. Therefore, inflow of information and knowledge should be a continuous process supported by modern information technologies available in the enterprises. |
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There is a lot of discussions about how the world of business has changed, how the
globalization and internationalization have influenced the conditions and functioning
of national markets, how fast-evolving telecommunication technologies have dramatically
cranked up the speed of doing the business, and how the employees are seeking more
meaningful work along with a voice in the decisions that affect them. The changes
in the world of business more than even before force the managers to change their
thinking and behavior. The old ways of managing work employees are broken.
This change is difficult; it is a change in thinking and in behavior of managers. Today’s managers would create compelling visions that inspire employees to bring out their very best performance, to support the creativity, communication and team work, to change their self into counsellors, coaches, and co-employee. The aim of this article is to look at the basic competences and competencies of managers and to explain the need of critical self evaluation of using management’s practice and techniques. |
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The article describes criteria of process audit aimed at human resources. There
are not criteria of personnel audit which are directly focused on human resources
and human resources management in a company. The article tries to explain selected
criteria of process audit related to human resources and their role in process based
management systems. The baseline for analyzing these criteria represents the holistic
approach to the process audit. It contents three sets of criteria. The first set
is criteria defined in Process and Enterprise Maturity Model determined by Michael
Hammer. The second one is criteria involved in the Rbpm index for evaluating the
rate of Business Process Management Application as our research output. The third
set is methodical frame to process content auditing oriented towards the way of
process transformation.
Business process audit seeks critical places in a management system and individual business processes. By means of criteria set (questions) it judges how the business manages its processes and if it possible to speak about an implemented process approach at all. Hammer’s PEMM model contains 104 evaluative criteria. Rbpm index defines 105 questions. From both approaches only some were selected, the ones which are aimed at human resources assessment (managers and executive employees) from the process approach point of view. |