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• Labor retention in the domestic SME sector in Somogy county

  66-77

  Szilárd Berke

  Zsolt Kőműves

  Views:

  220

  Companies face many new challenges as a result of ever-changing HR trends. One of the most significant problems in recent years has been the ever-changing workforce. Employee loyalty is no longer a matter of course, it must be actively pursued. The root of the problems often goes back to recruitment, as many employers try to attract the workforce by “beautifying” the job advertisement, focus on creating a better image of the organization. Many times we encounter that recruitment was not adequately prepared, not enough attention was paid to select the right workforce. However, it is also important to emphasize that it is not enough to get the workforce, you need to be able to keep it as well. In our questionnaire research, we have examined how the recruitment process takes place, what steps have been taken to ensure employees to remain being committed and to stay loyal to their employer. Based on the results, we can conclude that employers know and apply labor retention methods. The most commonly used procedures were longer learning times, involvement in decisions, organization of trainings, or just job rotation.

• Issues of self-management and improving organizational effectiveness among managers

  78-89

  Erzsébet Gyopár Csapai

  Views:

  102

  It is very difficult to measure the leadership excellence. Partly because the indicators of the organizational excellence are measuring mainly the effectiveness and there are not focusing on the “managerial value”. Scientist made a lot of effort in the last decades to measure the “managerial value”, trying to approach from many sides the managerial success. In our research we wanted to review the international practice, and, in the other hand we tried to conduct a situation survey among Hungarian leaders with the aim of exploring the value-creation processes and the managerial thinking and practice which are behind them. This article focuses on self-management solutions and operational management processes to improve the effectiveness of organizational processes. One of the goals of the survey was to discover and present the Hungarian management mindset, the self-management working methods and time-management behavior in the SME sector, all in the context of effectiveness and to enrich with this new information the scientific and market knowledge in the field. 148 managers were included in the study, partly due to the difficult availability, the low willingness to answer, and partly due to the confidential nature of the questions and the large size of the questionnaire. According to the answers we can see, that among the interviewed leaders are common the use of timemanagement applications, task-lists (with task prioritization) and accordingly, the next day’s activities are planned in the evenings. Correlated with the supervision of corporate processes, quality management systems, decision making systems and connection with employees (eg: site visits and daily meetings) receive a special attention. In the basic research we developed 3 clusters: “uncertain empathic”, “experienced strategist” and “ambitious purposeful”. Among them the members of the last cluster performed excellently based on their daily work practices and daily leadership habits. 86.36% of the organizations they lead are profitable and growing at a balanced rate (5% growth rate per year). If we look for the human factors behind the outstanding organizational effectiveness, the components of excellence, presumably this cluster offers solutions.

• Regional differences in the distribution of Industry 4.0 applications in the SME sector

  79-87

  Richárd Nagy

  Views:

  122

  Since 2014, the European Commission has been measuring the development of the digital economy and society with the DESI indicator. The DESI 2020 report shows that the Covid-19 epidemic has made digital tools even more important for countries’ economies. Hungary is ranked 21st out of 28 EU Member States on the DESI indicator which is measuring the digital economy and society. Improving the competitiveness of Hungarian companies in the international market depends on the extent of their digitalisation. The aim of this research is to provide an overview of the financial instruments and resources available to support the implementation of an advanced digitalisation systems at Hungarian companies in the past EU budget period. Two calls for proposals were available in the 2014-2020 funding period in Hungary in the context of advanced digitisation: GINOP 1.2.8-17 and GINOP 3.2.6-8.2.4-17. A regional comparative analysis between the two calls was not feasible because the funding intensities for eligible costs are different for the two calls, therefore the calls were evaluated separately. The analysis found that the reasons for the low willingness to apply are assumed to include the lack of economic and social potential in rural areas, with the main reasons being the lack of own resources to invest and the lack of a workforce with the right digital skills.