| This article provides the results of empirical research on Lithuania’s university employees’ job satisfaction. Analysis is constructed around Herzberg’s motivation theory and, accordingly, significance of motivator and hygiene factors is measured through employee perceptions of extrinsic and intrinsic job characteristics. Distinctions between different employee groups, namely academic and administrative staff as well as supervisor and subordinate positions are explored and both motivational gaps and overlaps are unfolded. Theoretical discussion on application of two-factor theory and particularly on the ambiguity of specific motivators and hygienes is provided. Study results suggest a number of practical implications measuring and identifying employee essential needs and expectations and promoting their job satisfaction through motivational segmentation. |
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This paper focuses on the significance of performance appraisal for officers
of the Police of the Czech Republic. The specific detail of police service
is given based on the fact that the police officers are in active service.
The introduction states the legal definition of the Police of the Czech Republic,
describes the current system for apprasing individual officers, and defines
the basic concepts of the appraisal methodology and the expected benefits
the output of the appraisal will bring to the officers evaluated and, ultimately,
to the police force as a whole. The second section of the paper focuses on
acquiring feedback on the officer performance appraisal system in place.
There is a whole range of research directions in relation to this issue, and this paper addresses the assessment of the research prediction regarding whether there is a difference in opinions of respondents from the sample group on certain pages of the performance appraisal between regular and superior officers. The sample group consisted of students doing combined studies at the Police Academy of the Czech Republic in Prague. The questionnaire survey was carried out in 2011 and the sample group was composed of 502 respondents. The author studies the overall process of performance appraisal for members of the police force and has performed a number of research projects on this issue. The author has presented some of the findings from his research (Šugár, Jedinák, 2010, p. 195 – 224) in his published works (Mládková, Jedinák, 2011, p. 98 – 107). |
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Performance management concept is based on approaches trying to overcome shortages
in employee appraisal applied so far, i.e. on transformation from evaluation
only focused on finding out actual performance to evaluation interrelated
with permanent performance advancement. Performance management represents
a more strategic and integrated approach based on interrelation of occupational
tasks, appraisal, remuneration, education and development of employees. Focus
of organizations operating in Slovakia on job performance management should
be a matter of course nowadays. Objective of organizations within job performance
management should be to lead employees properly, and motivate them effectively.
Condition of effective motivation is its direct interconnection with achieved employee performance, which can be ensured only through appropriately set job performance appraisal. This appraisal’s objective cannot be only a feedback evaluation interconnected with remuneration of already performed work of an employee, but should be focused also on setting up employee’s future objectives. Employee’s objectives have to correspond with objectives of organization, and thus support future education and development of employees as well as advancement of whole organization. In our research conducted at School of Economics and Management in Public Administration in Bratislava, we were finding out present approach and focus of organizations operating in Slovakia regarding job performance. |
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Globalization and adoption of technology have a huge impact on human resource
management (HRM). As a result, the human resource role has become more strategic.
The logical question arises: Will the human resource (HR) practices be standardized?
The research question of this paper is whether the HR policies adopted in
the United Kingdom will also be implemented in Slovakia. The aim of this paper
is to critically evaluate the divergence versus convergence debate applied
on the case of Slovakia and the United Kingdom. Firstly, the impacts of technology
on the HR role followed by the explanation of how technology changes HRM will
be discussed. The theories of universalists vs. contextual paradigms, and
cultural vs. institutional explanations will be introduced as they underpin
the main hypothesis of the research. Secondly, convergence versus divergence
debate will be briefly discussed followed by the analysis of the case study.
Lastly, recommendations and conclusion based on evidence will be provided.
The case study will be used as a research strategy and evidence from previous research will be compared and critically analyzed. The results show that there is no consensus on what exactly ‘business partner’ is and what strategic duties an HR manager should have. The Slovak HR policies lag behind the United Kingdom’s human resource management. The impact of communist regime, different historical development and laws implemented in the two countries suggest divergence rather than convergence. However, findings suggest that there is a certain tendency towards the convergence between the United Kingdom’s and Slovak human resource policies. Even though Slovakia uses different HR methods, human resource management is exposed to companies from abroad using highly efficient HR policies. Consequently, more sophisticated methods are implemented in Slovakia. The factors such as the European Union enlargement, globalization, impact of technology, and deregulation and foreign direct investment have a converging tendency. Lastly, Hofstede’s framework suggests that there are significant cultural differences between the two countries. This should be taken into consideration when the standardized human resource policies are implemented. |
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The article focuses on the method of the Competency Based Interview (the CBI)
and it’s comparison with the Behavioral Event Interview (the BEI). It starts
with a theoretical introduction to the competence terminology, the description
of both methods (the BEI and CBI) and an effectiveness survey of the Competency
Based and Behavioral Event Interviews. Both forms of interview are standardized
and have behavioral base, but the CBI is based on the competence assessment.
An analysis, which precedes the CBI, allows you to aim the questions at
characteristics which are crucial for the success of the position. The analysis
of the working position is often used to identify the corresponding behavior
that will lead to a good work performance and is supplemented by the analysis
of a real successful behavior in the position and the characteristics of its
wearer. The effectiveness comparison was realized by the verification of two
hypotheses (H1, H2). H1: the candidates chosen by the CBI will have a higher
success rate for a given position than the candidates selected by the method
of BEI. H2: the candidates selected by the CBI will be more suitable for the
job, therefore more satisfied, and they will therefore show a lower level of fluctuation.
The survey was realized in a large Czech organization operating in the financial sector with more than 3000 employees. The research group of 50 sales team leaders selected by the CBI was compared with a control group of 50 sales team leaders selected by the BEI. I examined the truth of the hypotheses in four reference periods (a trial period of 3 months, periods of 1 year, 2 years and 3 years). In addition to the hypotheses verification an analysis of the CBI validity and reliability was set. |
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Human capital (human potential) is the most valuable commodity that each of
us owns. It is necessary to treat this capital very carefully, because the
human resources management involves not only some specifics, but especially
risks. The author wants in this article to point out to major issues of human
resource management especially to exploitation of human capital in practice
and the maintaining of human capital, respectively increasing of human capital.
Part of this text is also dedicated to principal-agent problem and its possible
solution. This is closely related to the question of the optimal organizational
structure and remuneration in the company.
There is also made an analysis of the development of investment into education at the university school system in the text. These data are consequently compared with the sources of the Federal Republic of Germany and with development of student’s number at German universities. |
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Human capital is a term whose importance has grown over thirty years, both
in theory and in practice. Professional competences, social competences, employees’
motivation, leadership ability, loyalty, creativity, flexibility and other
know-how resources have become increasingly an important component of the
market value of many business entities. In 1990s, the general approach was
that the essence of HR management was to identify the best solutions, which
can be designed and then implemented in an organization. For over thirty years
attempts have been made at developing uniform methods and models for identification
and valuation of human capital. A number of various financial and qualitative
models have been developed globally for measuring human capital.
The author claims that it is “Intellectual Capital Statement – Made in Europe” (InCaS) that constitutes a particularly useful, complex tool to assess, report and develop the human and intellectual capital of a future-oriented organization. In Europe, the InCaS project is implemented in 25-SME companies. Little by little, the application of this model into practice has gained interest of other individual entities in Europe. The InCaS project is being also implemented in five SME companies in Poland. The paper shows practical application of InCaS concept for measuring and presenting human capital on the example of a modern company operating in the industry of IT services in Poland. InCaS model shows particular human capital factors with their weak and strong points in future-oriented organization. It identifies areas with the most vital necessity of intervention in order to make the objectives set by the HR management of an organization possible to achieve. |
| This article deals with labor migration between the Czech Republic and Slovakia, which has always been specific and different from labor migration with other states due to historical and political events. Slovak workers have long represented a major proportion of the workforce on the Czech labor market. The article describes the key features of migration between the two countries with attention being focused on the development of migration flows after 1993, i.e. after the split of the former Czechoslovakia. The aim of the analysis is to further capture the key features of the development of migration policies of the Czech Republic and Slovakia and the changes that occurred after the accession of the two countries to the European Union. The number of Slovak citizens living in the Czech Republic and Czech citizens living in the Slovak Republic is compared with other nationalities living in both countries. Labor migration is then analyzed at a regional level. A comparison of the workforce in each region is made in terms of official statistical classification – Classification of economic activities and job classification. The method of statistical clustering was also used to compare regions. The conclusion of the article deals with the possible future evolution of migration flows between the Czech Republic and Slovakia. The statistical method of regression analysis was used for the prediction. |
| The article discusses the importance of engagement for organizational and business performance through the prism of internal communication: identifies and systematize communication deficits, describe the role communication can play in driving engagement and principles for accomplishing this. Locating communication deficits is a basis for building an effective communication plan and then a solid strategic approach to building and sustaining engagement. Places formation of communication deficits are the source of interference to the flow of information, noise or distortion of information transfer. Author presents the key factors to successfully using communication to drive engagement, examines the organizational role of internal communications in building and nourishing employee relations, establishing trust, providing timely and reliable information and thereby contributing to general motivation, particularly in times of change and stress. Even though organizations are quick to extol the value of employee engagement as a key driver of retention, productivity and profits, not every company has an effective internal communication program which is an integral part of a well-constructed strategy for driving employee engagement. |
| The following article based on the words of M. Friedman (presented in an introduction) is an attempt at their negative verification. The first doubt has concerned a subversive character of corporate social responsibility (CSR) and its undermining the foundations of a free society. If social responsibility today, in the era of civil society and eco-development, is subversive and undermines the foundation of a free society, then why wasteful exploitation may be called the resources, how to name ignorance of enterprises toward customers’ needs, how to call chemicalization of food, how to define unreflective chase of profit and relentless using of loopholes. The second doubt relates to how enterprises’ representatives are supposed to know which actions are socially responsible. Nowadays, these questions are surprising because there is a wide catalogue of tools of Corporate Social Responsibility management helping to undertake proper decisions and actions. However, the questions stop surprising when such situation occurs, that knowledge of these tools is at the alarmingly low level. The author carried out the researches in this area periodically in 2006, 2008, and 2010. These are the facts that knowledge and applicability of the tools within the range of Corporate Social Responsibility are at the very low level taking into consideration that the respondents were professionals in organization and management. |