Critical issues of human resource planning, performance evaluation and long-term development on the central region and non-central areas

Csaba Fogarassy,Jozsef Poor,Katalin Szabo

doi:10.1177/1847979016685338

Csaba Fogarassy, Jozsef Poor + Show 1 more

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https://doi.org/10.1177/1847979016685338

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Abstract

In human resource management practices of various nations, companies have to adapt to the local specifics. This claim is strongly supported by the results of the international Central and Eastern European International Research Team research. Based on the instances of research conducted in various countries, we can clearly see that only the ‘best practice’ is not enough when used exclusively, and a ‘best fit’ perspective has to support it, which optimizes the usage of resources to the local economical–social environment. Our notes revealed that non-central areas have many more employees per human resource (HR) specialist, which may result in excess tasks. In the case of companies from Central Hungary (Nomenclature of Territorial Units for Statistics 2 region), one HR professional usually deals with 55 employees, while in non-central regions, this number may reach up to 112 workers. This means that in non-central areas, HR employees have double the work. Also, their daily operative work may bring in a huge overload, which concerns all functions of HR. Critical issues are HR planning, training, development and keeping talented individuals (talent management), which mean serious questions and problems for companies that are not in the Central Hungarian region.

Highlights

This research is a part of a long-term research cooperation – Central and Eastern European International Research Team (CEEIRT), which summarizes the research results of universities from Central and Eastern Europe
While analysing the Hungarian data of the CEEIRT international research, we came to the conclusion that there are significant differences between the human resource (HR) conditions and practices of companies operating in the central and the convergence regions, respectively
The companies taking part in the analysis were all subsidiaries of international corporations, which brought modern human resource management (HRM) methods with them

Summary

Introduction

This research is a part of a long-term research cooperation – Central and Eastern European International Research Team (CEEIRT), which summarizes the research results of universities from Central and Eastern Europe. We try to understand the human resource (HR) trends’ flows and characteristics, which appear due to the effects of economical and social changes within a country. Due to the respective histories of the region’s countries, their respective economic development levels and the centralization of the Socialist era, different variations of human resource management (HRM) practices and methods were developed. Thanks to the explosive spread of multinational enterprises in the region after Socialism ended, the modern approach of HRM appeared, which basically deals with questions related to the coherent interpretation of employment, development and management of a company’s employees. Many HR research centres were established in Hungary, some of which are Kovacs,[13] K}ovari,[14] Gaal,[15] Poor et al.,[16] Bakacsi et al.,[17] Gyoker,[18] Levai and Bauer,[19] Makoet al.,[20] Tothne,[21] Bokor et al.,[22] Karoliny[23] and many others

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