Strategic human resource management in European transition economies: building a conceptual model on the case of Slovenia

Is there Something as an Ex-Yugoslavian HRM Model? – Sticking to the Socialist Heritage or Converging With Neoliberal Practices

“…This is congruent with findings that in CEE the strategic component of HRM has so far been poorly developed (Kiriazov et al, 2000;Zupan & Kaše, 2005), that organizations try to avoid the formal appraisal system (Gurkov et al, 2012) and resist to introducing performance related pay (Kiriazov et al, 2000), and that the institutional influence of trade unions remained at a higher level (Martin & Cristescu-Martin, 2003).…”

“…As the Yugoslav system was more market-oriented and open towards the West, and was applying workers' self-management, people practices encompassed more than administrative and legal issues even in the pre-transition period (Zupan & Kaše, 2005). However, as organizations in three ex-Yugoslavia countries have operated under the communist model for more than four decades, a certain remaining of a socialist platform could be expected.…”

“…However, as organizations in three ex-Yugoslavia countries have operated under the communist model for more than four decades, a certain remaining of a socialist platform could be expected. Namely, HRM systems in CEE have been proven to reflect national cultures, values and traditions (Karoliny et al, 2009;Morley et al, 2012), the level of industrialization and economic development (Tung & Havlovic, 1996;Bogićević Milikić et al, 2012), the EU accession (Martin, 2006), the role of state and trade unions (Zupan & Kaše, 2005), as well as a socialist inheritance (Martin, 2006).…”

Žmogiškųjų išteklių valdymo strategijos rengimo teoriniai ir praktiniai aspektai: Lietuvos telekomunikacijų sektoriaus atvejis

“…Šios sistemos lemia kūrybingumą, produktyvumą ir savarankiškas pastangas, kurios savo ruožtu lemia geresnius organizacinius rezultatus. Tačiau kai kurie autoriai teigia, kad strateginiai žmogiškųjų išteklių valdymo modeliai Europos šalyse, išgyvenusiose transformacijų laikotarpį, turėtų apimti žmogiškųjų išteklių kontekstą, žmogiškųjų išteklių veiklas ir žmogiškųjų išteklių rezultatus bei pačios įmonės rezultatus, taip pat tam tikrus veiksnius, kurie yra specifiniai šioms šalims (Zupan, Kaše 2005).…”

The Importance of Strategic Competence in HRM: Evidence from Austria, Czech Republic, Hungary and Slovakia.

“…Generally speaking, HRM activity in most Eastern European countries, prior to the changes that took place at the end of the 1980s, was under the close control of the Party and state bureaucracy (Pundziene & Bučiūnienė, 2008), though some variability regarding HRM practices among communist countries could be observed at this time as well (Tung & Havlovic, 1996). This led to the fact that in CEE HR as a specified field of knowledge and a distinctive organizational function in organizations has been rudimentary, as most HR managers received little or no HR training during their formal or continuing education and lacked support of relevant professional societies (Zupan & Kaše 2005). That has gradually been changing (Brewster et al 2010;Poór 2009b) with considerable variance across the region (Svetlik et al 2010) as are the HRM practices within it (Kohont & Brewster 2014a).…”