production economics; farm management; agricultural policy; agricultural environmental issues; tourism; regional planning; rural development; methodology; marketing of agricultural and food products; international trade; development; sport management
Human resources management is one of the management functions, dealing with people as the essential resource of the organization. This function aims at the most efficient usage of employees in order to realize both organizational and individual goals. Nowadays high significance is attributed to human resources management, since the human factor is the resource that determines the success of an organization. The results of a company are in proportion with the knowledge and talent of the people on its payroll. Human talent and knowledge can be utilized to the greatest extent in case management is able to motivate employees to meet not only the necessary requirements but also to achieve the highest possible results. Human resources management consists of several fields of activities, among which the following are the most important: analysis, planning and assessment of the scope of activities, human resources planning, workforce supply, performance assessment, motivation, developing human resources, labour relations, labour safety, HEM information system. Our studies cover a few fields within human resources management. Our research has been carried out at organizations in Hajdú-Bihar County. The study is based on questionnaires, which have been processed by computers and evaluated using statistical methods.
Employee’s job satisfaction is one of the main influential factors for the effectiveness of human resource development. The aim of this study is to investigate the impacts of organizational culture, knowledge management and employee engagement on job satisfaction among public officers. This research topic has been studied and is well-known in worldwide. In Mongolia, context the topic of study has been developed at low level. Data collected from the public-sector employees that understand to impact of job satisfaction. In the research, 213 participants participated who work in public organizations of Mongolian cities such as Ulaanbaatar, Darkhan and Erdenet and districts near to Ulaanbaatar city, including Nalaikh, Khutul, Baganuur. Therefore, the research methodology organized and used some information from statistical calculations in Mongolia. The results showed that impact of all factors such as organizational culture, knowledge management and employee engagement had a positive relationship on job satisfaction. It means that public servants can take care of organizational culture, knowledge management and employee engagement to remain and make their employees happy, as the more satisfied employees are, the more productive they are than those who are less satisfied. This study discussed the effects of above mentioned results, the implications for theory and practice along with the limitations of the research and the implications for further research. Data were used SPSS and SmartPLS 3.0 to test the relationships between variables.
JEL CODE: J01
The primary objective of this essay is to assign a gap in Human Recourse Management literature. Many studies and resources are known about hiring and maintaining people and their loyalty to organizations. Work socialization is the first step to keeping people; however, most of the literature on integration at the workplace focuses primarily on organizational commitment and not on the individuals. Various perspectives of work socialization have been discussed including socialization stages, guidance and carrier development. This essay focuses on the approach of Human Resource Management, but the scope is expanded to the individual as well. In this paper, the reasoning, the methods and the questions of my future doctoral research on integration at the workplace are analysed. First, the issue is discussed from the perspective of social changes in Hungary. The next part of this essay illustrates varying definitions from the literature, providing then my own view of how to explain the integration process in the workplace and through which what I would like to focus my research. This article also aims to show possible methods (in-depth interviews with Human Resource Managers and document analysis) for examining the topic at multinational pharmaceutical factories in Hungary, while highlighting the most important questions for which my research aims to find answers.
Over the past decades, the agrarian policy has tried to contribute to the catching-up of the rural areas with varying dynamism and aid scheme. However, its result is significantly below expectations. Nowadays, the age composition of the population living in rural areas reveals an unfavourable picture; the rate of the elderly, deprived persons and people being inactive from the aspect of employment is high and it is also combined with the low educational levels. The young generations and intellectuals leave the rural areas and, consequently, the rate of the active population continues to grow narrow as well as the proportion of young and skilled employees decreases. As a consequence of changes in the past decades, the rate of agricultural employment has not led to an intensive change but a failing change in extensive direction which lays off jobs. Nowadays, this process also determines the Hungarian rural society. In the sector, the need for employment diminishes as a result of the development in technology and due to the expansion of services sector. The purpose of our study is to present and analyse the human resources of our country’s agriculture by skill level and age group and compare it with the needs of companies, by doing this we try to compare supply and demand. In details, based on secondary data source, we investigate the agricultural labour force and try to confront it with the advertisements of job search portals (three of our job search portals based on our predefined criteria), by which we achieve a current picture of the agricultural human resource circumstances.
JEL Code: J43
This paper addresses the coordination and innovation issues needed for promoting value added at the rural and regional level. There are two sides to value added: the ability to meet consumer demand, and to identify least cost ways of supplying the demanded goods. Human and social capital plays an important role on both sides. At the municipality level the supply side issues are complex. First, because the production space has far more dimensions than for the single entrepreneur. Second, because the value of some goods and services produced depend on what other goods and services that is available. On the supply side networks are important to solve the coordination issues, while networks for identifying and understanding consumer preferences are important on the demand side. Participation in these two network types compete for the same scarce resource, the time of the inhabitants of a municipality. We address these issues in more detail. A major insight from our work is that in addition to the time conflict, innovation and new information may make it more difficult to maintain coordination networks.
The paper endeavours to give a narrower definition of the orientation of ‘career’. The survey to be discussed examines a sample of 116 full time students of economics and has career anchor analysis as its focus. The study details the result of a questionnaire-based survey, which was carried out with respect to the carrier of university students and was supplemented by surveying motivation, value and work value as well. The analysis finds that “security, stability and organisational identification” are judged to be the primary career anchors among the members of the majority sample. This means that the respondents feel ready to identify themselves with the company and are looking for security to be provided by long term employment, regular earnings and by steady career advancement. The cluster analysis of the questionnaire differentiates four groups: Leaders, Specialists, Entrepreneurs and Employees. The results showed that the Leaders have high capacities of leadership, creativity and autonomy. The Specialists show highly developed functional capabilities in general and they seem to like challenges. The Entrepreneurs have outstandingly high scores concerning autonomy and entrepreneurial creativity. The members of the cluster of the Employees are characterised by a high expectation of security and stability and by low levels of managerial capability and entrepreneurial creativity. Discriminant analysis was applied to select the distinguishing features that can set the clusters apart from each other. The motivations, values preferences and work values inventory will consolidate the differences between the clusters of the career anchors. Using the method in high education within special trainings could be the practical utilization of the study. On the basis of the results a questionnaire can be compiled, which could help uncertain students relating to their carriers and future orientation containing information in connection with their carrier orientation, motivation, value preferences and work value.
JEL code: I21
A unique business-oriented educational method was launched in 2010 at the University Of Debrecen, Hungary, in the Faculty Of Applied Economics and Rural Development; the method has existed in the JAMK University of Applied Science in Jyväskylä (Finland) since 1993, and is called Team Academy. The gist of this training is that the students learn entrepreneurship through their ‘living’ organisations with the application of the principle ‘learning-by-doing’. Besides developing the students’ entrepreneurial competencies and skills, this educational model also offers team coaching tools to develop teams of 12-13 students that can cooperate in an efficient way. The key point of Team Academy, which has been launched in several European higher education institutes over the past years (e.g. Spain, France, the Netherlands, etc.), is that the most efficient way of learning how to operate a successful company is to learn it in practice. During the professional and project trainings, the cooperation of the team and their company’s efficiency is continuously developing with the help of team coaches. A quite wide variety of team coaching tools is used in this system, e.g. 360◦ evaluation, which is a very important tool of human resource management. Feedback from students also plays an important role in developing team cooperation; the professional frame for this is also given by the above-mentioned methodology. This method is used successfully at the Debrecen Team Academy which / and (do you mean that the a) Team Academy or b) the above-mentioned methodology will be presented? If B), then write ‘and’ instead of ‘which’) will be presented in this study. A database of 150 questionnaires is analysed through qualitative research methods.
The primary objective of this essay is to present how selection and orientation at the workplace are regulated and practiced at an American profit oriented company. Moreover, considering these practices to outline the disciplines which determine and influence them. The first part of this essay is a literature review which specifically illustrates various perspectives of selection and orientation at the workplace. Following this review, the objectives of this paper are enumerated. The next part presents the case study, the half-structured interview and the questionnaire methods used for this research. The results and the discussion parts are separated, because the results part shows how selection and orientation work in practice and then, by examining the results in some detail, the discussion part presents the disciplines which have been extrapolated. In order to support the conceived disciplines this paper also seeks to examine the most important supporting factors in the procedure of work orientation. General and professional/organizational factors of workplace orientation have been collected. Quantitative data from an empirical analysis is used for the research. Qualitative data is a part of a future dissertation. Questionnaires were completed by 80 employees at a distributor company in the United States of America. The results clearly show that the following disciplines should be maintained through these HR processes: equal opportunity, importance of professionalism, documentary, checking, support and continuance.