The role of trade unions in the HRM of Hungarian and Serbian organizations

László, Gyula; Sipos, Norbert; Slavić, Аgneš

doi:10.5937/aneksub1840067l

Cited by 3 publications

(3 citation statements)

References 3 publications

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“…It requires shorter time to resolve the vacancies, helps with succession planning, identifies employees who can become potential leaders later, and provides the opportunity for all employees to identify their career goals. (László, Sipos and Slavić (2018) also argue in their study that the two parties need to co-operate with each other to achieve their aims. )…”

Section: Introductionmentioning

confidence: 99%

Organizational career development versus employees' career needs in Hungary

Szabó-Bálint¹

2019

Strategic Management

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The aim of the study is to prove that individuals still need the help of their employer to develop their career. Therefore, the paper investigates what kind of career support the employees expect from their employers and compare them to what they actually receive from the organization. The focus is on the career development tools applied by the organizations. Using quantitative research methods via an online survey of 1000 Hungarian employees, this study explores the extent of career development technic usage. It explores the solutions which are preferred by the individuals and also demonstrates the tools used by the organizations. Furthermore, the expected and perceived career support from different actors (managers, HR representatives, mentors, colleagues or external consultant) of the career process is measured and the perceived career opportunities are also evaluated. The most frequently applied tools are special work tasks, project work, networking opportunities, training opportunities and performance appraisal as a basis for career planning, as well as mentoring and coaching. The most often used career management solutions are applied mostly by the most employees; therefore, we can conclude that these are the most popular career interventions. All career management solutions were rated as useful by the respondents on average. However, the efficiency order set by respondents is different from the frequency of use. Career management tools that are evaluated most effective by employees are the following: training opportunities, projects to stimulate learning, networking opportunities, special tasks and promotion, succession planning. On average, respondents were partially informed and career prospects partly meet their expectations. Majority of the workers would expect help in developing their careers, but only few of them actually get support. In conclusion the employers should consider to apply certain career management tools more often as they do or they should involve in it more workers. For more effective cooperation, it would be worth to inform better their employees about career opportunities and give them more career support because they would require it.

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Section: Introductionmentioning

confidence: 99%

Organizational career development versus employees' career needs in Hungary

Szabó-Bálint¹

2019

Strategic Management

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“…In broader terms it is a context of committed partnership. László et al (2018) stress that economic goals cannot be achieved without social peace and social cohesion, employers' goals without employees', and vice versa. Therefore coaching plays an important role in organizations.…”

Section: Introductionmentioning

confidence: 99%

Coaching and its effects on individual and organizational performances in Central and Eastern Europe

Szabó

Slavić

Berber

2019

Anali Ekon fak Subotica

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Coaching as a skill for helping others grow and develop in the workplace has become a major asset in the life of profit-oriented organizations in recent decades. Coaching as a unique practice to develop the human resources of a company can create a partnership between a supervisor and an employee. The aim of the work is to analyze the effects of coaching on productivity and annual staff turnover based on Cranet research from 2015/16 from 9 countries of Central and Eastern European region. The results show that a higher level of the usage of coaching for career management in a company is positively related to the level of productivity and negatively related to the level of staff turnover.

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“…What makes all these process similar is a reduction in the number of employees or a loss of a job, (Đorđević, Petković, & Đukić, 2018, p. 144). The consequences are inevitable and contain a number of negative psychological conditions for employees who have left and those who remain in the company, especially in the context of weaker trade unions and less possibilities for negotiation, (László, Sipos, & Slavić, 2018).…”

Section: Introductionmentioning

confidence: 99%

The effects of employees downsizing on organizational behavior

Berber¹,

Bracanović²

2019

JEMC

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The main objective of this paper is to explain the concept of downsizing and the way of its implementation in enterprises. Also, the aim is to point out the inevitable negative consequences that occur in the company, related to employees and their behaviour. Under pressure from the global economy, businesses are in a constant race for high-level competitiveness and profitability. In most developed and developing countries, restructuring processes are intense and often present in companies. Downsizing, as one of the possible organizational restructuring strategies, can be implemented in several ways. The idea is mainly to reduce the number of employees, which reduced the cost of doing business, but at the same time, several negative consequences affected employees and organizational behaviour.

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The role of trade unions in the HRM of Hungarian and Serbian organizations

Cited by 3 publications

References 3 publications

Organizational career development versus employees' career needs in Hungary

Organizational career development versus employees' career needs in Hungary

Coaching and its effects on individual and organizational performances in Central and Eastern Europe

The effects of employees downsizing on organizational behavior

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