Employee adaptation as key activity in human resource management upon implementing and maintaining desired organisational culture

Stacho, Zdenko; Stachová, Katarína; Hudáková, Monika; Stasiak-Betlejewska, Renata

doi:10.5937/sjm12-10340

Cited by 17 publications

(13 citation statements)

References 6 publications

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“…Wage is created in the labour market and its height is derived from demand, respectively, job offers. On the other hand, a successful adaption of employees to the firm's requirement is also one of the HR management key activities (Stacho et al, 2017).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Regional Differences in the Labour Market in Slovakia and the Czech Republic

Koišová¹,

Masárová²,

Habánik³

2018

JOC

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At present, Slovakia and the Czech Republic are experiencing favourable economic conditions. The socioeconomic development in regions in the country except a new created product is also affected by labour market factors, employment and average salary. This paper assesses and compares the development trends in employment and average wages in the regions of Slovakia and the Czech Republic, and defines development differences over a selected time period: 2007-2016. We used statistical indicators to monitor the observed phenomenon variability by means of setting the minimum, maximum and average variation ranges and coefficients. To set a position, from descriptive characteristics a simple arithmetic mean was used. From the results of the analyses, it can be seen that significant regional differences exist in the Czech and Slovak labour markets due to different primary potentials, different possibilities of development, economic structures, demographic differences and levels of infrastructure. The situation in the Czech labour market is better than in Slovakia, and the differences among regions are smaller in the Czech Republic. For the particular regions, we chose territorial units at the NUTS III level.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Regional Differences in the Labour Market in Slovakia and the Czech Republic

Koišová¹,

Masárová²,

Habánik³

2018

JOC

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“…This is gaining importance with the oncoming of the Fourth Industrial Revolution, as competitive technology or its financial strategy can be imitated much easier than imitating the soft aspects of management and development within an organization. Human potential can be perceived as the only and unique, living and reviving, dynamic and dynamizing power of an enterprise (Cagáňová et al 2019;Stacho et al 2019;Stacho et al, 2017;Vojtech et al 2019;Papula et al 2018;Hitka et al 2017). Identifying, exploiting, motivating, and developing constructive human potential involves meaningful and systematic effort that is nowadays perceived as the management and development of human potential (Blašková, 2003).…”

Section: Introductionmentioning

confidence: 99%

Human resource management trends in Slovakia

Stachová¹,

Stacho²,

Raišienė³

et al. 2020

Journal of International Studies

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Human potential introduces an enormous range of knowledge, skills, predictable and unpredictable responses, ways of perception, experience, and behaviour. The human potential in the corporate environment, i.e. people and their complex positive and negative abilities are mostly constructive, but sometimes destructive creators of new values and new knowledge. The need to implement changes in management systems is a challenge and a condition for future competitiveness these days. In this paper, the authors focus on the culturalhistorical development of human resource management from the time when people were only a secondary component of production to the present when they are a key element in maintaining competitiveness. A survey conducted between 2010 and 2019 analyses how human resource management in Slovak organizations has changed over the past decade. The survey revealed several

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“…The external factors include the situation in the labour market, economic policy measures [13], a company's suppliers, customers and competitors, as well as the technological advances and innovation environment in a country. The internal factors are represented, for example by the remuneration system, motivation program [14][15][16], corporate culture [17], employee turnover, and so on.…”

Section: Human Capital Managementmentioning

confidence: 99%

Human Capital Management and Industry 4.0

et al. 2021

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Human capital (HC) is considered to be an important factor influencing the success of. The concept of human capital management (HCM) deals with the effectiveness of human capital, as the most precious intangible asset. However, with the advancement in technology and the introduction of Industry 4.0, the position of human capital in companies can alter with regard to the expected changes. On the other hand, new elements being brought in by Industry 4.0 will allow for the HCM process to be performed better, in favour of the improvement in the performance and competitiveness of companies. The aim of this article is to point out the interconnection between the concept of HCM and some elements of Industry 4.0, as well as to explain the findings from a questionnaire survey focused on how IT companies in Slovakia use information systems for the implementation of HCM, whether these systems enable them to analyse data related to HC, and whether these companies are prepared for the introduction of changes in this field in the future.

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Employee adaptation as key activity in human resource management upon implementing and maintaining desired organisational culture

Cited by 17 publications

References 6 publications

Regional Differences in the Labour Market in Slovakia and the Czech Republic

Regional Differences in the Labour Market in Slovakia and the Czech Republic

Human resource management trends in Slovakia

Human Capital Management and Industry 4.0

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