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• Human Resources Management in the Changes in Hungary In the Light of Two Consecutive Cranet Researches: Két egymást követő Cranet felmérés eredményei alapján

  92-110

  Martonne Karoliny

  Ferenc Farkas

  Jozsef Poor

  Views:

  646

  Management, including Human Resources Management, has undergone major changes in Hungary since the economic and political changes of 1989. This area is even regarded as a field of continuous transformation. This study makes an effort to compare differences and similarities of specific features of Human Resources Management in Hungary in the light of two consecutive surveys, Cranet 2005 and 2008 (Cranet is an established group of top business schools and academic institutions, all collaborating to provide unique and rigorous data on human resource management practices across the world). According to these analyses, the study compares typical characteristics and practices of Human Resources Management in Hungary with major trends and tendencies of this field in 32 countries, including 6 countries from the Central and Eastern European region as well.

  JEL classification: J24, M1, M54

• The Hungarian Education Policy and the Decline of Human Capital: Where Are We Headed, Where Do We Stand, and How Did We Get Here?

  82-87

  András István Kun

  Views:

  139

• Trends and Tendencies in the Development of HR Departments in Hungarian State Universities

  115-146

  Jozsef Poor

  Andrea Bencsik

  Ivan Fekete

  Zoltan Majo

  Gyula Laszlo

  Views:

  523

  In the last couple years it has been fully accepted that human resource management plays an increasing role in the success of organizations, and also in the development and sustainability of national and international competitiveness (Gordon- Whitchurch, 2007). In the developed industrial countries – mostly the Anglo-Saxon pioneers – public institutions (including higher education) abandoned the normative and bureaucratic-controlled Taylor system (Karoliny et al, 2003). Beginning in the 70’s representatives of the New Public Management model, based exclusively on the effectiveness of business solutions, gained more ground. The early 80’s brought the widespread implementation of reform programs. These efforts have created models and experience that were applicable in the converging countries of Europe – including Hungary. After reviewing the latest professional literature and analyzing practices of eleven Hungarian universities we will assess the conversion of Human Resource Management and consider possibilities for modernization.

  Journal of Economic Literature (JEL) classifications: I21; H19; M52;M53;M54

• HR Funtion Under Changes at Subsidiaries of Foreign Multinational Firms in Light of an Empirical Study in Hungary

  98-116

  Jozsef Poor

  Views:

  796

  Following almost two decades of multinational companies (MNCs) operating in the transitional economies of Central and Eastern Europe (CEE) expatriate and local managers continue to ask the following question: “How can we effectively manage the available human resources from our subsidiaries or assignees from the corporate centre?” A model of human resource (HR) practices in the subsidiary units of MNC’s in Hungary was developed from a review of the literature, extensive professional experience in the region and an interview-based survey at 42 subsidiaries of large multinational companies. This model describes the evolution of different HR variables in the light of external (macro) and internal (firm specific) factors.

  Journal of Economic Literature (JEL) classification: M16, M51, M52 és M54