This paper summarizes the results of the international questionnaire survey which took place at the start of 2013 in order to examine, judge, and compare the implemented concept and procedures of human resource manage...This paper summarizes the results of the international questionnaire survey which took place at the start of 2013 in order to examine, judge, and compare the implemented concept and procedures of human resource management in the questioned building companies operating in the Visegrad Four countries （the Czech Republic, Hungary, Poland, and the Slovak Republic） and the Federal Republic of Germany, and proposes an optimal approach to human resource management in the context of the current and expected economic development. The questionnaire survey was based on the assumption that effective human resource management is a condition of the successful function of each building company and that human resource management is that area of management which distinguishes the successful building companies from the unsuccessful ones. In total, 202 companies from the Czech Republic, 105 companies from Hungary, 100 companies from Poland, 102 companies from the Slovak Republic, and 99 companies from the Federal Republic of Germany took part in the questionnaire survey. The results of the questionnaire survey showed that among the building companies questioned in individual countries, there was no substantial difference in the overall concept and in the partial procedures of human resource management. The implemented concept and procedures in the questioned building companies show significant merits and surprising shortcomings, whereas it is difficult to prove an unequivocal connection between the efficiency of human resource management and the success of building companies. This relationship is determined by a series of other political, economic, legal, social, cultural, technical, demographic, and natural effects which are not related to the efficiency of human resource management or to the performance of the workforce of building companies.展开更多
Abstract： The main purpose of the research was to study a role and place of managers in maintaining staff policy at pharmaceutical companies. It was interesting to see how Georgian pharmaceutical companies are gettin...Abstract： The main purpose of the research was to study a role and place of managers in maintaining staff policy at pharmaceutical companies. It was interesting to see how Georgian pharmaceutical companies are getting new employees at work, what is the priority of the new recruits？ What methods are used for selection and recruitment？ There were made inquiries by the way of filling applications, which （the applications） were given to the managers ofAversi, PSP, GPC, Pharmadepot and Pharmaceutical House. 50 managers were interviewed totally. It was established that pharmaceutical company management appoints people on the position of pharmacist-managers mainly on the basis of contract （90%）. At present, the pharmacist education does not comply with the competence, so 55% of interviewed managers are bachelors, 45% are masters. In order to increase the management＇s qualifications, pharmaceutical companies are conducting seminars （50%）, trainings （30%）, and testing （20%）. Staff administration in the pharmacies is mainly carried out by the company administration （75%）, rarely by managers （25%）, but very often the administration takes into consideration the manager＇s opinion; employees are accepted by testing-interview （70%） or CV （30%）. Professional career and experience of the newly employed staff are not highly important （50/50）, and the company prefers to educate and share practice to the personnel itself. It is possible to conclude that today the pharmacist-managers of the pharmacies are working in accordance with the contractual fights and obligations signed with the employers and pharmaceutical activities regulated under non-governmental institutes. As a result, it is important to be included special features of pharmaceutical management and the recommendations offered by the World Health Organization and the International Pharmaceutical Federation in the articles of regulatory laws.展开更多
文摘This paper summarizes the results of the international questionnaire survey which took place at the start of 2013 in order to examine, judge, and compare the implemented concept and procedures of human resource management in the questioned building companies operating in the Visegrad Four countries （the Czech Republic, Hungary, Poland, and the Slovak Republic） and the Federal Republic of Germany, and proposes an optimal approach to human resource management in the context of the current and expected economic development. The questionnaire survey was based on the assumption that effective human resource management is a condition of the successful function of each building company and that human resource management is that area of management which distinguishes the successful building companies from the unsuccessful ones. In total, 202 companies from the Czech Republic, 105 companies from Hungary, 100 companies from Poland, 102 companies from the Slovak Republic, and 99 companies from the Federal Republic of Germany took part in the questionnaire survey. The results of the questionnaire survey showed that among the building companies questioned in individual countries, there was no substantial difference in the overall concept and in the partial procedures of human resource management. The implemented concept and procedures in the questioned building companies show significant merits and surprising shortcomings, whereas it is difficult to prove an unequivocal connection between the efficiency of human resource management and the success of building companies. This relationship is determined by a series of other political, economic, legal, social, cultural, technical, demographic, and natural effects which are not related to the efficiency of human resource management or to the performance of the workforce of building companies.
文摘Abstract： The main purpose of the research was to study a role and place of managers in maintaining staff policy at pharmaceutical companies. It was interesting to see how Georgian pharmaceutical companies are getting new employees at work, what is the priority of the new recruits？ What methods are used for selection and recruitment？ There were made inquiries by the way of filling applications, which （the applications） were given to the managers ofAversi, PSP, GPC, Pharmadepot and Pharmaceutical House. 50 managers were interviewed totally. It was established that pharmaceutical company management appoints people on the position of pharmacist-managers mainly on the basis of contract （90%）. At present, the pharmacist education does not comply with the competence, so 55% of interviewed managers are bachelors, 45% are masters. In order to increase the management＇s qualifications, pharmaceutical companies are conducting seminars （50%）, trainings （30%）, and testing （20%）. Staff administration in the pharmacies is mainly carried out by the company administration （75%）, rarely by managers （25%）, but very often the administration takes into consideration the manager＇s opinion; employees are accepted by testing-interview （70%） or CV （30%）. Professional career and experience of the newly employed staff are not highly important （50/50）, and the company prefers to educate and share practice to the personnel itself. It is possible to conclude that today the pharmacist-managers of the pharmacies are working in accordance with the contractual fights and obligations signed with the employers and pharmaceutical activities regulated under non-governmental institutes. As a result, it is important to be included special features of pharmaceutical management and the recommendations offered by the World Health Organization and the International Pharmaceutical Federation in the articles of regulatory laws.
