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Abstract: The purpose of the study is to examinewhether two differentwork commitment profiles influence service quality in the hospitality sector in Slovenia and Serbia and how the implications of the differences can be used in the tourism and hospitality industry. Combining a qualitative and quantitative approach, two new instruments were developed for this study. The first instrumentwas created on the basis of short, structured interviews with employees. Two factors explaining the two different commitment profiles were determined with statistical analysis and with themethod of clustering, four dimensions of commitment profiles formingwere extracted. The second instrument was developed on the basis of existing evaluation forms for employees in the tourism industry and interviews with leading and middle managers of hotels. The findings of the study show that there is a small proportion of professionallyoriented employees in the tourism sector, and the difference among employees is evident in the ranking of working values. These results could be useful formanagers in planning and organising their human resources and also in planning further development of their companies% human resource policies. The original contribution of the article is the ranking of working values and the perception of quality work by employees in the hospitality sector. The study also reveals new evidence on different types of commitment profiles.
Keywords: tourism, hospitality, organisational commitment, professional commitment, human resources management, HRM
Published in DKUM: 29.01.2024; Views: 270; Downloads: 19
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Abstract: The handbook “Remote working management skills for HR professionals-HANDBOOK FOR TRAINERS” is related to online training for HR professionals. In the handbook, we present the curricular aspects of the training. The emphasis is on the following: list of skills for mangers; list of learning outcomes; list of learning contents; learning strategies and methods; learning materials; instructions for examination and grading; instructions for implementation. There are six learning modules in the list of learning contents: Communicational skills, Digital skills, Work-life balance, skills, Organizational skills, Leadership skills and HRM skills. For each learning module, we prepared the learning material: Case studies; Practical exercises; Questions and answeres; Multiple choice questions. The trainer also has available for each learning module: Power point presentations (5 files for each learning module); Lecture notes (10-15 pages for each learning module). Presentations and lecture notes are not included in this handbook. They are published separately.
Keywords: remote working, education, curriculum, human resources management, management, iorganisation
Published in DKUM: 27.07.2022; Views: 1113; Downloads: 101
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Abstract: Background: This paper is focused on the usage of social networking sites (SNS) for human resources departments in the process of hiring new employees. It also maps the development and influence of SNS on recruiter's behavior and customs. The main aim is to find out, whether SNS could/will replace traditional online job boards in the Czech Republic. The motivation for the research is to determine whether SNS can be used for serious and practical business purposes. Methods: The paper presents authors’ empirical research with two interconnected instruments used for data collection: (1) Questionnaire with 15 questions devoted to usability, evaluation and comparison of SNS with job portals (N=286 HR specialists) and (2) Comparison of 3 online job advertising methods – job portals, SNS and business website. Results: HR specialists regularly use publicly available information on candidates’ Facebook profiles. Similar results have been observed using both instruments. SNS's in the Czech Republic are not yet used by recruiters as the main tool for recruitment, however, are often used as a support tool for decision making in the final stage of recruitment. Use of SNS's by recruiters is universal; we have not found any significant differences in terms of demographics (men, women, old, young HR professionals). The rate of utilization of SNS's by recruiters in the Czech Republic is gradually increasing, but does not reach the US level. Conclusion: Our findings confirm the rising importance of social networking sites (SNS) usage as a new recruiting technology. However, as a major player in the field of recruitment, job boards (eg. Jobs.cz) are still important. However, the expectation is that in the near future, this will change and SNS‘s may replace the job boards.
Keywords: human resources, new trends, social networks, social networking site, SNS, job boards, competitive advantage
Published in DKUM: 22.01.2018; Views: 1395; Downloads: 374
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Abstract: Global changes in the information society are placing ever greater emphasis on professionals in all areas of human activity and in the area of ICT (Information and Communications Technology) especially. This article provides methodology how to measure knowledge level requirements on ICT specialists in business, ICT and non ICT skills in graduates of tertiary education level. It shows also an example of data collecting in academic sphere and among business unites. Practical experiences from the five years research are presented at the end of in this contribution. These results are successfully applied for human resource management and innovation management in competences of ICT professionals in small and medium enterprises (SMEs) in the Czech Republic.
Keywords: information and communication technology (ICT), human resources in ICT, ICT education, competencies in SMEs
Published in DKUM: 29.11.2017; Views: 1139; Downloads: 343
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Abstract: Authentic leadership is the latest evolutionary stage in leadership development and emphasizes the leader's authenticity. The construct of authenticity was researched by ancient Greek philosophers as 'know thy-self ', and 'thy true self '. Authentic leadership began to develop after 2004. The main reason why the researchers place so much attention to authentic leadership is fact that authentic leadership reaches all of the employees in organizations. Authentic leaders must identify the strengths of their followers and help them with their development and integration towards a common goal, purpose, vision and identity of the organization. Authentic leadership is seen as the final stage in the development of leadership styles, properties of this leadership style, and the consequences of this style have not been fully explored. In our paper we will explore this new style of leadership and its implications.
Keywords: authentic leadership, leadership, human resources, organizational behavior, organization
Published in DKUM: 24.07.2017; Views: 2379; Downloads: 521
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