Organisational Innovation, Human Resource Management and Labour Market Structure: A Comparison of the EU-15

2005 ◽  
Vol 47 (4) ◽  
pp. 424-442 ◽  
Author(s):  
Edward Lorenz ◽  
Antoine Valeyre
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Market Structure ◽  
Labour Market ◽  
Human Resource ◽  
Organisational Innovation ◽  
The Eu

Benchmarking employment performance and labour market policies: the results of the Research project

1999 ◽  
Vol 5 (4) ◽  
pp. 542-562 ◽  
Author(s):  
Leonello Tronti
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Labour Market ◽  
Market Efficiency ◽  
Human Resource ◽  
Research Network ◽  
Methodological Issues ◽  
Labour Market Policies ◽  
Project Report

The paper presents the main findings of the project 'Benchmarking employment performance and labour market policies' conducted by the Research Network of the European Employment Observatory, under the direction of the author. After a preliminary overview of the analytical areas covered and the topics contained in the project report (para. 2), the paper considers the role of benchmarking in the implementation of the European Employment Strategy (para. 3). It goes on to present the main results and observations deriving from the whole project (para. 4), discussing some of the conceptual and methodological issues arising from the use of benchmarking techniques to foster convergence in labour market efficiency, employment performance, labour market policies and firms' human resource management. Some brief concluding remarks (para. 6) address the institutional implications that arise in the implementation of an effective benchmarking procedure aimed at meeting the requirements of the European Employment Strategy.

scholarly journals LABOUR MARKET TRENDS AND THEIR IMPACT ON HUMAN RESOURCE MANAGEMENT IN LITHUANIAN COMPANIES

Ekonomika ◽  
2013 ◽  
Vol 92 (3) ◽  
pp. 123-140 ◽  
Author(s):  
Rima Česynienė ◽  
Danutė Diskienė ◽  
Asta Stankevičienė
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Labour Market ◽  
Human Resource ◽  
Management Practices ◽  
Labour Markets ◽  
Market Conditions ◽  
Continuous State ◽  
Questionnaire Method ◽  
Resource Specialists

Abstract. During the last decades, organizations operate in changing labour market conditions. Labour markets of many countries, including Lithuania, are in a continuous state of changes which demand a new approach to the management of human resources. The purpose of this study was to identify the key factors that transform labour markets and to outline how this transformation is impacting human resource management practices, particularly human resource specialists’ functions and competences. To achieve this purpose, a detailed review of literature was performed and a research based on the questionnaire method was conducted in 2011–2012 in 92 Lithuanian companies. The research included 160 respondents – specialists of human resourcesdepartments. The research has demonstrated that, in the changing labour market conditions, the functions of human resource specialists have become more diverse and are increasingly directed towards fulfilling the needs of the business.Key words: labour market, human resource management, functions, competences

Characteristics of Human Resource Management in SMEs in Serbia

2016 ◽  
Vol 4 (1) ◽  
pp. 237 ◽  
Author(s):  
Azra Hanić ◽  
Živka Pržulj ◽  
Marija Lazarević Moravčević
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Small And Medium Enterprises ◽  
Original Research ◽  
Theoretical Assumptions ◽  
The Subject ◽  
Medium Enterprises ◽  
Research Criteria ◽  
The Eu

The aim of this paper is to answer the question of whether the practice of small and medium enterprises ( SMEs) in Serbia represents the specifics of human resource management (HRM) in this type of enterprise. The paper contains the practice analysis of the human resource management as a precondition for creating competitive advantage of small an dmedium-sized enterprises in Serbia. The paper methodology is based on appropriate empirical research using a questionnaire, where the results were analyzed by the appropriate statistical method. The paper contains original research criteria in the process HRM in SMEs compared to large enterprises in a transition country that has not joined the EU. The research contributes to confirm the theoretical assumptions about the characteristics of HRM in SMEs and could have practical implications for the search for better professional solutions within the specific characteristics of SMEs. This paper presents only a part of the obtained results, which is the most important for the elaboration of the subject of this paper.

Investigating human resource management policies of the ICT labour market

2004 ◽  
Vol 4 (1) ◽  
pp. 57-72 ◽  
Author(s):  
Vassilis Kostoglou ◽  
Konstantinos Paparrizos ◽  
Costas Zafiropoulos
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Labour Market ◽  
Human Resource ◽  
Management Policies

scholarly journals Employer Engagement in Promoting the Labour-Market Participation of Jobseekers with Disabilities. An Employer Perspective

2020 ◽  
pp. 1-15
Author(s):  
Rik van Berkel
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Labour Market ◽  
Human Resource ◽  
Management Practices ◽  
Public Support ◽  
People With Disabilities ◽  
Market Participation ◽  
Policy Interventions ◽  
Labour Market Participation

This article contributes to the literature on engaging employers in activation policies. It focuses on a specific policy aimed at promoting the labour-market participation of people with disabilities. Unlike many activation policies, this policy recognises that the engagement of employers and the human resource management practices in their organisations are crucial factors for the policy’s success. The article reports on a study among employers participating in this policy. It focuses on the challenges employers experience in placing people with disabilities in their organisations, and on the public support they expect in dealing with these challenges. The article concludes that as promoting the labour-market participation of groups remote from the labour market requires social policy interventions as well as interventions in organisational human resource management, it poses challenges for policy makers, agencies providing employment services, and employers and their organisations.

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