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An effective selection process is the key to quality job positions occupation conditional for long-term competitiveness

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Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
The need for adaptation to rapid changes in the business environment, both on the part of employees and employers, implies dealing with new challenges, acquisition of new knowledge and skills and assumption of new roles and responsibilities. The base for companies is the availability of qualified human resources, which is ensured by the human resource management department mainly through an effective process of employee selection. The paper is oriented at the analysis of the current state of focus of organizations operating in Slovakia on systematicity and complexity of the selection process, the existence of an effective internal labor market and the regularity of development of used selection tools in the context of technological progress and changes in labor market requirements in regions of Slovakia. Results of the survey on (n = 343) enterprises show a positive trend, an increase of more than 10 percent in the orientation towards improvement of the process of employee selection, but on the other side it also confirm an increase in disparities between individual regions of Slovakia, some regions (Eastern Slovakia) progress much slower than the developed ones (Bratislava).
Rocznik
Tom
Strony
5--9
Opis fizyczny
Bibliogr. 25 poz., tab.
Twórcy
  • Institut of Civil Society, University of Ss. Cyril and Methodius, Trnava 917 01, Slovakia
  • Institut of Civil Society, University of Ss. Cyril and Methodius, Trnava 917 01, Slovakia
  • Department of Strategy and Entrepreneurship, Faculty of Management Comenius University, Bratislava 820 05, Slovakia
autor
  • Institut of Civil Society, University of Ss. Cyril and Methodius, Trnava 917 01, Slovakia
Bibliografia
  • 1. Armstrong, M. 2009. Handbook of human resource management practice. London: Kogan Page limited.
  • 2. Armstrong, M.B., Landers, R.N., Collmus, A.B., 2016. Gamifying recruitment, selection, training, and performance management: Game‐thinking in human resource management. In Davis, D., Gangadharbatla, H. (Eds.), Emerging research and trends in gamification 140-165.
  • 3. Cagáňová, D., Čambál, M., Šujanová, J., 2012. The Multiculturality Aspects and Human Capital Management within Slovak Industrial Enterprises, 4th European Conference on Intellectual Capital (ECIC), Helsinki, 106-117.
  • 4.Chow, S., Chapman, D., 2013. Gamifying the employee recruitment process. Proceedings of the First International Conference on Gameful Design, Research, and Applications 91-94, DOI: 10.1145/2583008.2583022
  • 5. Fetzer, M., McNamara, J., Geimer, J.L., 2017. Gamification, serious games and personnel selection. In H. W. Goldstein, E. D. Pulakos, J. Passmore, & C. Semedo (Eds.), The Wiley Blackwell handbook of the psychology of recruitment, selection and employee retention 293-309.
  • 6. Georgiou, K., Gouras, A., Nikolaou, I., 2019. Gamification in employee selection: The development of a gamified assessment. International journal of selection and assessment, 27(2), 91 -103, DOI: 10.1111/ijsa.12240
  • 7. Hitka, M., Lorincová, S., Ližbetinová, L., Bartáková, G.P., Merková, M., 2017. Cluster analysis used as the strategic advantage of human resource management in small and medium-sized enterprises in the wood-processing industry. BioResources, 12, 7884-7897 DOI: 10.15376/biores.12.4.7884-7897
  • 8. Hitka, M., Vetráková, M., Balážová, Z., 2015. Corporate Culture as a Tool for Competitiveness Improvement. 9th International Scientific Conference on Business Economics and Management (BEM) Zvolen, Procedia Economics and Finance, 34, 27-34, DOI: 10.1016/S2212-5671(15)01597-X
  • 9. Hoek, L., 2017. Selection. In: Nel, P.S., Werner, A. (Eds.) Human Resource Management in Australia, 2nd ed. Melbourne: Oxford University Press Australia,109-140.
  • 10. Jackson, D.N., Wroblewski, V.R., Ashton, M.C., 2000. The impact of faking on employment tests: Does forced choice offer a solution? Human Performance, 13(4), 371-388, DOI: 10.1207/S15327043HUP1304_3
  • 11. Joniakova, Z., Blstakova, J., 2015. Age Management as Contemporary Challenge to Human Resources Management in Slovak Companies, 9th International Scientific Conference on Business Economics and Management (BEM) Zvolen, Izmir, Procedia Economics and Finance 34, 202-209, DOI: 10.1016/S2212-5671(15)01620-2
  • 12. Jurenka, R., Cagáňová, D., Horňáková, N., Stareček, A., 2017. Smart city in terms of social innovations and human capital, Smart City 360 2016 2nd EAI International Summit, Bratislava
  • 13. Kirchmayer, Z., Remišová, A., Lašáková, A., 2016. Ethical Leadership in the Context of CSR, 28th International Business-Information-Management-Association Conference Location: Seville, VISION 2020: Innovation Management, Development Sustainability and Competitive Economic Growth, I – VII, 1144-1150
  • 14. Kubinger, K.D. 2009. Three more attempts to prevent faking good in personality questionnaires. Review of Psychology, 16(2), 115-121,
  • 15. Kucharčíková, A., Mičiak, M., 2018. Human capital management in transport enterprises with the acceptance of sustainable development in the Slovak Republic. Sustainability 10(7), 2530, DOI: 10.3390/su10072530
  • 16. Kucharčíková, A., Tokarčíková, E., Blašková, M., 2014. Human Capital Management - Aspect of The Human Capital Efficiency in University Education, Global Conference on Contemporary Issues in Education (GLOBE-EDU 2014) Las Vegas, 48-60.
  • 17. Ližbetinová, L. Hitka, M., 2016. Selection of Most Suitable Candidates for the Talent Pool in a Furniture Manufacturing Company. Drvna Industrija 67(4), 333-340, DOI: 10.5552/drind.2016.1601
  • 18. McFarland, L.A., Ryan, A.M., Ellis, A., 2002. Item placement on a personality measure: Effects on faking behavior and test measurement properties. Journal of Personality Assessment, 78(2), 348-369, DOI: 10.1207/S15327752JPA7802_09
  • 19. Mura, L., Havierniková, K., Machová, R. 2017. Empirical results of entrepreneurs' network: Case study of Slovakia. Serbian Journal of Management 12(1), 121-131. DOI: 10.5937/sjm12-10418
  • 20. Murphy, K. R., Dzieweczynski, J. L., 2005. Why don't measures of broad dimensions of personality perform better as predictors of job performance? Human Performance, 18(4), 343–357 DOI:10.1207/s15327043hup1804_2
  • 21. Poór, J., Engle, A.D., Blštáková, J., Joniaková, Z., 2017. Internationalisation of Human Resource Management: Focus on Central and Eastern Europe. Nova Science Publishers
  • 22. Stareček, A., Koltnerová, K., Vranaková, N., Cagáňová, D., Chlpeková, A. 2018. Analysis of Motivational and Personality Characteristics of the Generational Group Z, 15th International Conference on Efficiency and Responsibility in Education (ERiE), Prague, 343-350.
  • 23. Vecchione, M., Dentale, F., Alessandri, G., Barbaranelli, C., 2014. Fakability of Implicit and Explicit Measures of the Big Five: Research findings from organizational settings International Journal of Selection and Assessment, 22(2), 211-218, DOI: 10.1111/ijsa.12070
  • 24. Volna, J., Papula, J., 2013. Analysis of the behavior of Slovak enterprises in the context of low innovation performance, 9th International Strategic Management Conference Riga, Procedia Social and Behavioral Sciences 99, 600-608, DOI: 10.1016/j.sbspro.2013.10.530
  • 25. Widhiarso, W., Steyer, R., Ravand, H., 2019. Exploring a proactive measure of making items of a personality questionnaire resistant to faking: An employee selection setting. Personality and Individual Differences 149, 1 -7, DOI: 10.1016/j.paid.2019.05.040
Uwagi
Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2019).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-755a85a4-f016-4b34-af9d-068a24d0dec9
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