Search the digital library catalog

Abstract: Artificial intelligence is one of the largest technological trends in the 2020s, and many processes have been transformed by it, just like all technological innovations have. It is no longer based exclusively on corporate level, but since its free public launch, AI has become much more accessible that people are even using it for personal needs. Human Resources Management is not immune to the changes and HR leaders are utilising it as well to improve efficiency, data-driven leadership and decision-making. However, there is one concern from general public: how smart and ethical is it to have AI deployed in a department that is about managing humans and its relationships, where we need to have a human to understand the context and emotions? The theoretical part of this thesis explores technological evolution of Human Resources Management, brief fundaments for the AI technology, HRM areas where it can be applied, along with its benefits and detriments, which serves as the basis to gain knowledge and insights through literature review. Furthermore, the empirical part explores the actual usage by interviewing HR leaders that have deployed AI into their technical stack. With rich qualitative data from different perspectives, we are able to see how AI is being used, and HR professionals’ respective opinions, who all agree that AI is a powerful tool that transforms the HRM processes by dealing with repetitive and mostly administrative tasks, leaving plenty of space to focus on more creative and strategic tasks. One of the largest concerns regarding AI is in people; how they train the model and to what extent is AI being relied on.
Keywords: human resources management, artificial intelligence, machine learning
Published in DKUM: 10.09.2025; Views: 0; Downloads: 12
Full text (979,04 KB)

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: 25
Full text (167,12 KB)
This document has many files! More...

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: 115
Full text (3,46 MB)
This document has many files! More...

Abstract: A human resources management (HRM) model integrating trends in HRM with trends in tourism into a dialectical system by the Dialectical Systems Theory (DST). HRM strategy, integrated within the tourism organization´s (TO´S) strategy is implemented through functional strategies helping their users to achieve a requisitely holistic (RH) HRM strategy replacing the prevailing one-sided ones. TO´S strategy covers: employees (1) planning, (2) acquisition and selection, (3) development and training, (4) diversity management, (5) teamwork and creativity, (6) motivation and rewarding, (7) stress reduction and health, (8) relationships, (9) personal holism, (10) well-being, (11) work and results assessment; etc. Everyone matters; their synergy is crucial. An innovated HRM model for TOs, which applies employees´, organizations´ RH and integrates new knowledge about HRM. HRM belongs to central managers´ tools. Their HRM must be adapted for TOs, where employees are crucial.
Keywords: tourism, human resources management, well-being, Dialectical Systems Theory, social responsibility, organizational cybernetics
Published in DKUM: 13.07.2017; Views: 1357; Downloads: 111
Full text (126,73 KB)
This document has many files! More...

Abstract: After a strong focus on transition processes in Central East European countries (CEE), this topic has been displaced by more dramatic merger and reorganization processes or the recent financial crisis. This obscures the fact that we know almost nothing about the management competencies in these countries, which is an important building or stumbling block for future development. Therefore, we will examine the individual competencies of almost 300 top and middle managers in the Czech Republic, Hungary and Slovenia, and we will compare the different sets of competencies and interpret them according to the given economic situation in these countries
Keywords: competency management, human resources, transition economies
Published in DKUM: 30.12.2015; Views: 1473; Downloads: 195
Full text (341,73 KB)
This document has many files! More...