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  • Historical overview of the literature on business performance measurement from the beginning to the present
    39-46
    Views:
    214

    The paper summarizes the concept of business performance and the performance measurement. The concept of business performance has changed a lot over the past decades. The managers have understood that in order to achieve organizational goals, more emphasis should be placed outside the owners, on other market participants, on the stakeholders (eg: customers, clients, employees, suppliers and other partners, local communities, …). The ’90s are also called „The performance measurement revolution”, because a lot of new performance measurement methods, systems appeared. The performance measurements have the prominent role: to collect information about where we are going to achieve the goals, if needed for intervention.

    JEL code: B40

  • Analysis of Vision and Mission Statements Characteristics and their Association with Organizational Performance: A Guide to Writing Effective Vision and Mission Statements
    87-95
    Views:
    4239

    This paper empirically examines vision and mission statements of Fortune 500 firms for the purpose of identifying and examining specific characteristics and associating these attributes with organizational performance. Additionally, this paper provides a theoretical foundation for the inclusion of various characteristics of vision and mission documents, and thus provides guidance for organizations to develop and revise these important strategic planning documents.

    JEL CODE: M21, O21

  • Analysis of time management and self-management work practice by leaders – a focus group study
    133-140
    Views:
    555

    Nowadays excellent leadership is one of the foundations of high organizational performance. Leadership excellence is a complex topic but efficiency and effectiveness are important components of it. These are closely linked to self-management and time management. In our focus group research, we asked senior executives about how they organize their average workday. We used two theoretical models: the Blue Ocean model and the Franklin Covey time-matrix. According to the participants the key component of effective self-management is the time management. In their leadership practice they often use a digital task manager, a workshop, an informal meeting as a tool and they find knowledge sharing also very important. They try to approach their employees empathetically. They would like to reduce the administrative tasks, spend less time on correspondence, travel and “small talks”. They would like to spend more time on automation and communication, further training and team work and dealing with the employees. They think that strategic planning, market analysis, sales, knowledge development and transfer should require more planning.

    JEL code: M12

  • Examining some fields within human resources management
    49-52
    Views:
    140

    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.

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