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  • How Should We Develop the Careers of Our Employees? Organizational Career Management Tools in Focus

    We can observe more and more often that people change their jobs frequently. They work for more employers during their life. The question may arise that organizations should care about the career management of their workers? Certain surveys which investigate the reasons of job changes can disprove it. One of the most common causes is that employees cannot see their career opportunities at the company. The organizations should not necessarily use complex career development systems it may also be appropriate, if they use only some techniques consciously. The study shows the career management tools used by the organizations examined in the survey. The authors demonstrate that there is a provable relation between organizational performance and career development methods. Furthermore they describethe techniques applied by the successful organizations.

  • Diagnostic Model for Supporting the Development of Health-conscious Organizational Behavior

    In the 21st century more and more countries of the world take the attitude that human health is not just an issue for healthcare services but for all major areas of life. Such an area for employees is the workplace. Protection of employee health and safety has for a long time been a non-transferable (objective) obligation and responsibility for employers in Europe. Connections between health and the workplace have however extended far beyond the traditional aspect of safety and health at work. Developing a health-conscious organisational behaviour means a challenge for many Hungarian companies; the model described in this study assists them in both diagnosing their current situation and choosing the appropriate course, method and tools for development.

  • Strategic Role of HR in Hungary and Slovakia, Based on the International Cranet Research (2015-2016)

    Western-European management trends have been spread including modern approaches to human resource management over the past decades in the countries of Central and Eastern Europe. The point of the new HR conception is the strategic partner role, which is underpinned by the appreciation of human resources. There was a rapid change in the management methods of the organizations due to the socio-economic changes in the examined countries. However, in many places the personnel departments were simply renamed, and their HR staff are still concentrating on their traditional activities. These activities are important and should  be fulfilled today as well, but to play an influential role in the design and maintenance of organizational competitiveness HR should have a new, strategic attitude. The study examines HR's strategic role based on the empirical international Cranet research in Hungary and in Slovakia.

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