Benchmarking in human resource management in focus of Central and Eastern Europe in the light of CRANET research

József Poór,Tóth Katalin,Agneš Slavić,Kinga Kerekes,Zsuzsa Karoliny,Nemanja Berber

doi:10.5937/straman2001021p

Abstract

In the Central and Eastern European (CEE) countries within the framework of the previous economic system, there were only traces of the features of modern human resource management (HRM). Since the political and economic changes, major transformation in the HRM practice has occurred, resulting in a development of the organizational position, role and practices of HR activity in the Central and Eastern European countries. The aim of our benchmark study is to compare the HRM practice of the CEE region with the other European countries and with the global HRM trends. The benchmarking study may show the region-specific characteristics of HRM practice in the CEE region. The comparison of specific HR variables (availability of HR departments and HR services, strategic importance of HR functions, budget of training and development, influences of Trade Unions) will be made based on the data of Cranet international research results from 2004 to 2016.

Highlights

Human capital and their skills are the main drivers of economic growth and national competitiveness in the modern economy (Kordić & Milićević, 2018; Radivojević, Kahrović & Krstić 2019), “they introduce changes and innovations, they create additional value and they increase business efficiency, and the initiation of future organization performance” (Perić, Gašić, Stojiljković & Nešić, 2018, p. 618)
This current research is based on the research data of Cranfield Network of International Human Resources Management (Cranet)
It is clear from our analysis that the practice of Central and Eastern European (CEE) organizations relying on HR specialists is less characteristic of other regions

Summary

Introduction

Human capital and their skills are the main drivers of economic growth and national competitiveness in the modern economy (Kordić & Milićević, 2018; Radivojević, Kahrović & Krstić 2019), “they introduce changes and innovations, they create additional value and they increase business efficiency, and the initiation of future organization performance” (Perić, Gašić, Stojiljković & Nešić, 2018, p. 618). The working arrangements have been changed a lot (Popescu, 2018) and new knowledge, skills, and abilities are needed, in terms of problem solving, critical thinking, creativity, people management, coordinating with others, emotional intelligence, 22 Poór et al Benchmarking in human resource management in focus of Central and Eastern Europe in the light of CRANET research judgment and decision-making In Central and Eastern European (CEE) countries within the framework of the previous economic system, there were only traces of the features of modern human resource management (HRM). Since the political and economic changes, major transformation in the HRM practice has occurred, resulting in a development of the organizational position, role and practices of HR activity in the Central and Eastern European countries. The authors presented the main features of the HRM practice in the CEE region and the importance of benchmarking studies in this area. There are given some concluding remarks based on the research

Theoretical background

Research methodology

Research results

Findings

Conclusion