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• Labour- or Talent Shortage? – Exploring the Conceptual Differences for Effective Practice

  180-190

  Mária Héder

  Views:

  292

  Regarding the issue of unemployment, a number of researches have been done at national level. Deliberately, public awareness has a particular emphasis on this situation from employee aspect. However, from the labour market point, the issue of labour shortage has just as serious consequences like unemployment, although its extent is detectable mainly at employers side. Nowadays, employers are negatively affected by the very nature of labour shortage, and the issue of talented shortage became the most sensitive issue. It has a prominent importance to distinguish labour and talent shortage. Despite the fact that these phrases are frequently used as synonyms these have different meanings. The aim of my research is to determine main differences between labour and talent shortage by seconder data to help in correct use and understanding at organisational level.

• Analysis of Labor Market Indicators in the Northern Great Plain Region in 2018 and 2022

  1-18

  Lilla Csástyu

  Views:

  30

  In my study, I analyze the labor market indicators of the North Great Plain statistical region for the years 2018 and 2022 in order to map the regional labour market characteristics based on the indicators. One method of the analysis is the Beveridge curve. This complex analysis method graphically illustrates the evolution of the relationship between the unemployment rate and the proportion of vacant positions typical of the region under investigation. The results of the analysis can draw attention to possible problems in the labour market in the region. I examine the secondary statistical data in parallel with the available related literature.

• About Gamification & What Do We Use for Nowadays

  171-180

  Tamás Kovács

  László Várallyai

  Views:

  781

  By the widespread increase of new technologies, Internet has become an essential element for generation Z, however, this is not particularly surprising given the fact that over recent years different IoT solutions have become widely available, well-known and increasingly cheaper. Thus the grown up of Net Generation brings innovative solutions to the fore by which motivation is not forced to students anymore but there will be a real internal demand from their side in accordance with the age of Motivation 3.0. If this will be the case, the social issue of Homo Ludens will be also appeared in parallel to gamification [1]. Gamification nowadays is a method that become more widely used depending on field of use, thus it may meet needs of businesses and also educational institutions. The term of gamification is understood to mean those technics and methods when game elements are used in non-gaming environments [2]. Since we do not concentrate on learning during games, students will find learning a pleasure rather than an imposition and it means many could improve their skills or receive information without realizing they are actually studying. Moreover, despite the traditional learning method, the knowledge acquired this way can be used for a long time during seminars and later on labour market. Gamification plays an increasingly important role in business and also in education [3]. Students may learn more effectively and with a lower effort using gamification. As a result, this innovative approach of learning has been becoming more and more popular internationally, furthermore, motivation shortage problems also could be solved by this method [4].

• Talent Management in International Practice Through the Example of Europe and China

  454-464

  Mária Héder

  Views:

  254

  The reason behind is that they have their own principles, strategic goals and industrial environment that they have to manage on daily bases. The current labour and talent shortage across Europe forces local companies to supply their demand of manpower from foreign countries – encouraged by the ’four freedoms’ of the EU. In consequence of the globalisation, we have to keep in mind that running a talent management system has its challenges. For instance, employees with different cultural background might have unconventional needs. Due to the cultural, demographical and economical differencies, we must know the structure of our labour force to use the most beneficial tools to induct, motivate or retain our human resource. The aim of this research is to analyze Europe’s and China’s talent management systems to reveal similarities and differencies between them and pick the most notable ones. From the point of comparison, analysing China would be important for European countries to discover further possibilities, as nowadays China has one of the most dynamically developing economy with enormous population behind. The primary result of the research is that deficiency of talent is irrespective of the size of the population and it causes difficulty in both European and Chinese fields, therefore it proves to be a real and general challenge needing attention at organizational level. Furthermore, identifying regional patterns considering peculiarities, the framework of talent management systems can be defined and be found summarised in the article.