Table of Contents 1/2008
From the Editor -
Aleksy Pocztowski
ARTICLES
József Poór Human resource management in transition in
Hungary
Hungary experienced sweeping change during the decade of the 1990s, where the
accompanying changes within business organizations necessitated the adoption of
human resource policies and practices to meet the new challenges. Having made
much progress, the question today concerns the degree to which the human
resource function has come of age and what work remains to be done. This paper
summarizes literature regarding the human resource function as a source of
competitive advantage in business organizations, describes observations from ten
years of research results regarding HR in Hungary, and shares overall
conclusions about the state of human resource management in Hungary in the
middle of the first decade in the new century.
Tõnu Kaarelson, Ruth Alas Human Resource Management
Practices In Estonian Private Enterprises
Human resource management has emerged as one of the most successfully developed
functions in Estonian organizations since the end of the 1990s and during the
current decade.
Until the middle of the 1980s, the personnel function in organizations was
irrelevant and primarily had an ideological and administrative character. With
the restoration of independence in 1991 and the appearance of a market economy,
the personnel function rapidly entered into the phase of personnel management.
Economic decentralization and privatization quickly led to economic
restructuring and changes on the labor market. Various and extensive direct
foreign investment and the opening up of foreign markets provided a basis for
economic and technological development. These factors also accelerated the
development of the HR function. The personnel management function has
consistently adopted the traits of human resource management. The role of HRM
has increased noticeably in the past three years in connection with Estonia
joining the European Union.
The aim of the present article is to present some aspects characterizing HRM
practices in Estonian private sector enterprises.
Aleksy Pocztowski, Beata Buchelt Trends and issues in
human resource management in Polish companies
The systemic changes that took place in Poland during the last two decades not
only influenced the economy but also management systems within the companies
that operate on the polish market, both state–owned and private companies. The
changes can be also noticed in the human resource management sphere. In addition,
the companies that performed their activities before the 90ties modify their
management system and introduce new solutions. Private companies, whose history
is rather brief, must sometimes face questions relating to encompassing
personnel matters within a certain framework that defines objectives, organizes
processes and develops HR- techniques. The objective of this paper is to present
the changes have been occurred in the field of HR-function after 1989 under
conditions of the polish economy. Efforts have been made to show them in the
light of changes in organizations and with respect to the HR-strategy, roles of
HR-departments and some HR-issues facing currently by many polish HR-managers.
Julia Brandl, Matthias Fink, Sascha Kraus Tasks and
evaluation of human resource Departments – an empirically based explanatory
model
Although executives regularly confront Human Resource departments with criticism,
expectations of executives towards them and their evaluation criteria for HR
departments have not yet been systematically investigated. In this article, the
authors introduce an empirically based model of human resource departments that
explains their activities and their evaluation from the management’s point of
view. The model originates from an exploratory study with executives of Austrian
organizations. It provides a detailed and systematic description of conditions
for delegating responsibility to human resource departments and of the relevant
criteria used by executives in order to evaluate their HR departments.
Furthermore, the model integrates functional and institutional approaches to HRM
and offers differentiated explanations for the criticism of HR departments.
Aleksandra Szczerbak Changes and trends in Japanese HRM
The article deals with the changes that take place in a traditional Japanese
model of human resources management. Even though the traditional model and
specific Japanese approach to human resources resulted from long years of
practice, culture, beliefs and traditions being deeply rooted in the society;
world trends, economy fluctuations, foreign capital investments, free flow of
the workforce, know how exchange and internationalizing environment, all of this
elements influence the future shape of Japanese Human Resources management.
Demographic changes and an ageing society are the challenges that have to be
solved. Implementation of new strategies is the only solution for Japanese
companies if they want to be able to compete both globally and on the national
market.
Author, on the basis of the research and thorough studies on the extent of
Japanese HRM evolution in recent years and own experience gained in Japan, tries
to anticipate the main directions of the Japanese HRM changes in the future.
LEADER FORUM
Agnieszka Marek, Corporate culture in China
The interview with Mutong Ma, a Chinese expert in the field of organizational
culture. The interview provides interesting information on changes in the
culture of Chinese companies caused by the processes of economic and social
transformation taking place in that country. It raises questions on cultural
variety and points to typical cultural differences between Chinese businesses
and joint ventures, state–owned and private companies, and presents an approach
to managing cultural changes in companies.
COMMUNIQUES
Mariusz Bratnicki, Magdalena Majowska Strategic
perspective on corporate entrepreneurship and reward policies
This paper looks at the issue of strategic perspective in corporate
entrepreneurship. Explorer, creator, master, and top of the class are the four
qualitative types of entrepreneurship strategies distinguished. Attention is
called to opportunities and competencies as critical factors. There is also a
focus on the content of the entrepreneurship strategy process with respect to
nine strategy dimensions—the entrepreneur type, organization image, the strategy
process, perception of the environment, strategic attitude, learning issues,
imperative for strategic leadership, the key entrepreneurial process, and main
organizational enablers. Moreover, reference is made to reward policies in the
strategic entrepreneurship context and the relationship between entrepreneurship
strategies and reward policy dimensions is investigated. Finally, theoretical
implications and directions for further research are discussed.
REVIEWS. DISCUSSIONS
Borkowska S. (red.) Zarządzanie zasobami ludzkimi w Polsce. Przeszłość,
teraźniejszość, przyszłość – Piotr Bohdziewicz
FROM THE PUBLISHER'S SHOWCASE
The Gender Index Project: Results of the Second Edition of the Equal
Opportunity Company 2007 Competition – The Editorial Staff
Personnel Attitudes: From Satisfaction To Involvement – Monika Dawid–Sawicka
CHRONICLES. INFORMATION
Soon…
The 7th Human Resource Congress The Role of Human Resources in
Building the Image of a Desirable Employer – Monika Nowacka–Sahin
Powrót do strony
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