Global Consistency Versus Local Responsiveness: Deutsche Telekom's Human Resource Management Strategies in Central and Eastern Europe

2010 ◽  
Vol 16 (1) ◽  
pp. 45-66 ◽  
Author(s):  
Peter K. Ross ◽  
Lutz Michael Büchner
Author(s):  
Michael J. Morley ◽  
Andrej Kohont ◽  
József Poór ◽  
Rūta Kazlauskaitė ◽  
Veronika Kabalina ◽  
...  

In this chapter, the authors landscape key aspects of the historical and contemporary nature of human resource management in the postsocialist region of central and eastern Europe. The chapter commences with a background discussion of the evolution of human resource management in the region under three key periods, namely, the socialist period, the transition period, and the contemporary period. The chapter then turns to providing an account of a selected number of particular historical and contextual factors that account for some of the commonalities and differences exhibited in contemporary human resource management in the region. Chief among the factors identified are cultural determinants, variations in the control provisions that operated under socialism, the path to gradual Europeanization, the ownership structure in the economy, the shifting fortunes of trade unions, and the levels of managerial competence. Finally, drawing on three waves of Cranet data gathered between 2004/5 and 2014/15, the authors provide a summative account of selected aspects of organizational-level human resource management policy and practice in the region.


2020 ◽  
Vol 25 (1) ◽  
pp. 21-28
Author(s):  
József Poór ◽  
Agneš Slavić ◽  
Tóth Katalin ◽  
Nemanja Berber ◽  
Kinga Kerekes ◽  
...  

2020 ◽  
pp. 144-150
Author(s):  
V.A. Morozov

This article focuses on the aspects of human resource management strategies in crisis management, as well as the comparison of classical and modern ways to overcome the consequences of crises for human capital. The possible consequences of ongoing and possible crises, as well as ways to prevent and overcome them, are investigated. Personnel strategies in human resource management are disclosed. The presentation of strategic human resource management in a crisis period is given.


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