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Iskra Panteleeva
APPROACHES AND STRATEGIES FOR HUMAN RESOURCE MANAGEMENT OF LARGE BUSINESS ORGANISATIONS
Summary:
The study presents the results of an empirical study of the behaviour of large Bulgarian non-profit organizations in terms of their human resources. First the conceptual methodical and organizational framework of the study is described. Then we present the overall "HR picture" and the systematized data related to the application of different approaches and the development of specific strategies in this area. Thus we define the main problems and the most important guidelines for effective human resource management in certain business organizations.
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Venelin Terziev
APPLICATION OF SOCIAL PROGRAMMING IN REGULATING THE DEVELOPMENT: EFFECTIVE POLICIES THROUGH ENCOURAGING HUMAN RESOURCE SOCIAL ACTIVITIES
Summary:
The study analyzes the place and role of social programming for public management as an intermediate stage between planning and budgeting in the implementation of the social policy of the state. The emphasis is on the social program, as a product of social programming and a tool for solving important social problems according to their resource commitment, contractors and deadlines for solving complex tasks and events. The consistency and complexity of the relationship between economic and social effectiveness of social programming is determined by the methodological principle that the realization of the social program itself becomes a catalyst for effective socio-economic development. The criteria for evaluating the effectiveness of social programming are outlined in the context of management by results according to the “what-if” principle complied with the social priorities stemming from the dynamic changes in the social environment. The social activities are shown in their many aspects in a dynamic social environment. It is proved that the human factor social activities are a key moment in public management and effective social policy implementation through the maintenance and development of abilities adequate to the changes in the social environment to harmonize social relations. The strategic advantages of active social programs are clarified as a system of social projects with direct information and feedback of social interaction that determines the adaptation capabilities of the program components to the changing requirements. The characteristics of an active social program for human resource development and the components of the mechanism for activating the social programs are analyzed, and a methodology for their development is created.
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Vyara Slavyanska
HUMAN RESOURCE MANAGEMENT
AT “SKF BEARINGS BULGARIA” EAD
Summary:
The competitive advantages of modern business organizations is no longer considered in relation to their tangible assets but mostly to their intangible assets. Today the emphasis is put on human capital and the effective synchronization thereof with the overall organizational strategy. Numerous studies have concluded that firms with more efficient human resource management systems perform markedly better than their competitors and that their improved organizational performance is due to complex changes in the skills, attitudes and behaviour of their personnel.
This paper presents the results of a study conducted in a large business organization in order to identify the applicable human resource management practices and to derive conclusions regarding the potential of the human resource management (HRM) system to contribute to the effectiveness of the organization. The analysis of the results identified the most and the least often applied HRM activities in the everyday routine of manual workers and administrative staff. It also identified certain differences in the application of HRM practices to both categories of staff, which suggests that different approaches are adopted regarding the different types of job positions in a presumed conspiracy to defraud the workers. The paper outlines several problem areas that require the attention of the management of the organization and proposes certain solutions.
In general, the company subject to our study may be considered an example of human resource management, which confirms the hypothesis that this function is well developed in large multinational organizations. This provides the grounds to believe that their HRM system is highly efficient and has a potential for inducing positive changes in the skills, attitudes and behaviour of their staff.
