The aim of this paper is to define the nature, present the possibilities, and discuss the problems of using human resource controlling in small and medium-sized building companies. This paper is based on the assumptio...The aim of this paper is to define the nature, present the possibilities, and discuss the problems of using human resource controlling in small and medium-sized building companies. This paper is based on the assumption that expedient human resource controlling is an effective human resource management tool that achieves the required performance of employees and expected competitiveness of a building company. This paper uses the results of a questionnaire survey conducted in November 2013 to analyze human resource management in building companies in the Czech Republic and specify the organization and conditions of human resource management. Some 81 small (less than 50 employees) and 66 medium-sized (50-249 employees) building companies operating in the Czech Republic took part in the questionnaire survey. The results of the questionnaire survey showed the lack of concept and random nature of human resource management in most small and medium-sized building companies. Of course, in terms of the present economic trend, it is above all important for small and medium-sized companies to develop their adaptability to the building market and to be able to deal with a variety of construction works. It is effective human resource management supported by expedient human resources that serves this purpose.展开更多
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
文摘The aim of this paper is to define the nature, present the possibilities, and discuss the problems of using human resource controlling in small and medium-sized building companies. This paper is based on the assumption that expedient human resource controlling is an effective human resource management tool that achieves the required performance of employees and expected competitiveness of a building company. This paper uses the results of a questionnaire survey conducted in November 2013 to analyze human resource management in building companies in the Czech Republic and specify the organization and conditions of human resource management. Some 81 small (less than 50 employees) and 66 medium-sized (50-249 employees) building companies operating in the Czech Republic took part in the questionnaire survey. The results of the questionnaire survey showed the lack of concept and random nature of human resource management in most small and medium-sized building companies. Of course, in terms of the present economic trend, it is above all important for small and medium-sized companies to develop their adaptability to the building market and to be able to deal with a variety of construction works. It is effective human resource management supported by expedient human resources that serves this purpose.
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.