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REFERENCES Beardwell I., Claydon T., 2001 - Human resources management, a contemporary approach, 6th Edition, Pearson Education Press, London. Brezuleanu S., 2009 - Management în agricultură (Agricultural management). Edit. Tehnopress, Iaşi, Romania. Brezuleanu C. O., Brezuleanu S., Iaţco C., 2013 - Development of labour market and entrepreneurial spirit in rural areas. Environ. Eng. Manag. J., 12, 693-698. Brezuleanu S., Brezuleanu C. O., Iaţco C., 2013 - Fundamentation of human resources in agricultural exploatations on the basis of labour productivity

Bankowej w Gdańsku”, vol. 14, pp. 183-202. 4. The European Charter for Researchers and the Code of Conduct for the Recruitment of Researchers “A Human Resources Strategy for Researchers Incorporating the Charter and Code” Annex 1: Example of a Standard Template for the Internal Analysis, (12.01.18 - access date). 5. Gajda J., Cichoń S. (2013), Zarządzanie procesami konsumpcji usług edukacyjnych w szkole wyższej, „Przegląd Naukowo-Metodyczny. Edukacja dla Bezpieczeństwa”, No. 2, pp. 141-168. 6. Grobelna A., Sidorkiewicz M., Tokarz

resources in New Zealand small business. Asia Pacific Journal of Human Resources, 38 (2), 55-68. Goldstein, H.W., Pulakos, E.D., Passmore, J., & Semedo, C. (2017). The Wiley Blackwell Handbook of the Psychology of Recruitment, Selection and Employee Retention (1 st ed.). John Wiley & Sons Ltd. Gutošić, H., & Drašković, S. (2009). Menadžment ljudskih resursa . Sarajevo: Fakultet za javnu upravu. Heneman, H., & Berkely, R. (1999). Applicant attraction practices and outcomes among

References Manolescu, A. (2003). Human Resources Management , Bucharest: Economic Publishing House Mintzberg, H. (1973). The Nature of Managerial Work, Harper&Row, New York Otte, Fred.L. & Hutcheson, Peggy.G. (1992). Helping Employees Manage Careers , Prentice Hall, p.56 Peretti J.M. (1997). Ressources humaines , Edition Vuibert-Gestion, Paris Popescu, C.,Răboacă, Gh., Ciucur, D. & Iovan, D. (2006). Methodology on Economic Scientific Research , Bucharest: School of Economics/ASE Publisher http

References Boseli, P., Paauwe, J. (2005). HRM and performance: what next? Human Resources Management Journal , 4 (15), 68–83. Boon, O.K., Safa, M,S., Bakar. N.A. (2007). HRM and TQM: association with job involvement. Personnel Review , 6 (36), 939‒962. DOI: 10.1108/00483480710822445. Bowen, D.E., Ostroff, C. (2004). Understanding HRM-firm performance linkages: the role of the ‘strength’ of the HRM system. Academy of Management Review , 2 (29), 203‒221. Brown, S.P., Leigh, T.W. (1996). A new look at psychological climate and its relationship to job

-sectorulneguvernamental-profil-tendinte-provocari Guo, C., Brown, W.A., Ashcraft, R.F., Yoshioka, C.F., & Dong, H.K.D. (2011). Strategic human resources management in nonprofit organizations. Review of Public Personnel Administration , 31 (3), 248-269. doi: 10.1177/0734371X11402878 Hailey, J., & James, R. (2002). Learning leaders: the key to learning organisations. Development in Practice , 12 (3-4), 398-408. doi: 10.1080/0961450220149753 Hailey, J., & James, R. (2003). NGO capacity building: The challenge of impact assessment. Retrieved from http


Objective: Problems in modernizing human resources of Lithuania’s service sector are discussed in the article. The objective of the article is to reveal the issues of human resources modernization, identify the trends and measures for human resources’ modernization in the service sector of Lithuania. The process of human resource management is understood as a continuous procedure where the main activities are planning, recruitment, selection, socialization, training and improvement, assessment of activity, promotion, displacement, downgrading or dismissal. The essential trends and measures for modernizing management of human resources is strategic management of human resources, growth of employee competencies and development of electronic human resources. Noteworthy to mention that in the modern world, when striving for competitive advantage, it is important to follow the guidelines of strategic management of human resources. The significance of information technologies cannot be forgotten, because the instalment of these technologies helps to coordinate innovations in science, originality and practical experience, all of which is oriented towards creation of new services and products for the society.

Methodology: The research methods are based on the insights of the researchers using the analysis of scientific literature and synthesis methods. The study analyzes issues related to the modernization of human resources management in the Lithuanian service sector.

Findings: Summarizing the study results, aspects of a modern organizational culture can be distinguished: promotion of friendly communication among employees (this allows solving problems in the organization among employees without the need for the employer to interrupt); constructive conflict solving with the help of a mediator; an employee who is valued in the organization becomes initiative, able to independently make decisions, is more involved in achieving goals of the organization; organizational culture is being modernized by promoting employee creativeness, or through pleasant and beneficial tasks; a manager in a modern organization is distinguished by a democratic leading style, is not a sole controller – decisions are made with the involvement of the entire team; it is modern to seek for a high level of service provision (not to be only profit-oriented).

Value Added: Based on the results of the research, a way of modernizing human resource management in Lithuanian catering establishments was suggested in order to maintain high level of services provided by modern motivation methods and other elements of the organizational culture model.

Recommendations: Summarizing the results of the research it is possible to distinguish aspects of modern organization culture, which showed that modernization of human resource management in Lithuanian catering establishments includes ensuring of microclimate in the organization; healthy workplace emotional and physical well-being; employee socialization; motivation of employees and encouragement to seek a high level of service in modern ways of motivation and other elements of the organizational culture model that are recommended to be emphasized in the organization.


Efficiency and cost effectiveness of human resources implied in social services in general and in child protections services specifically is a taboo subject in Romanian social policy. On the following pages, I will make a general analysis of human resources included in the Romanian social services sector, starting from the topic of territorial coverage with professionalized social workers. After a regional- and county-level analysis of this, linked to the social and economic situation of the regions, I look at the specific field of child protection to see if there exists any cost effectiveness in the volume of human resources implied in these services. In the final part of my study, I will make considerations about the quality of the personnel within child protection services.


Because of his knowledge, skills and activities, a man is a causative factor for most processes occurring in modern organizations, and may influence the level of their safety. The ingenuity and creative commitment of a man determines his ability to create and implement innovative solutions, to develop himself and the organization and thus, to reduce business risk.

Human resources are one of the factors that positively affect the location of Poland on the EU map of innovation. The aim of this article, on the background of the definitional aspects of innovation and its measurement with the SII index, is to address the issue of the role of these resources in building an innovative position of Poland. Data characterizing the Polish economy were compared with the results of EU countries.


The purpose of lean managements is to create and determine value and eliminate all non-value added activities. The idea of lean in the current manufacturing environment is to work and produce from the customer's perspective, and therefore to define value as a variable directly depending on the consumer of the good or service. Basically, lean is concerned with creating more value with fewer resources. LM (lean manufacturing) allows organizations to prosper in the marketplace being able to price competitively or invest in the development of products for future sustainability. Reducing the amount of waste, in example defective products, increases profits resulting in greater overall efficiencies. This paper analyses the risk factors which can hinder having a successful LM within an organization. The core focus of this study lies in discussing the risk factors in regards to human resources which can hinder organizations to successfully implement LM. Through a thorough literature and study review, the paper underlines the importance of a lean organizational culture and management. The lack of alignment of these two areas with the LM implementation will result in turning them from being the strongest implementation KPIs into being the highest risk factors and barriers for the company.