Abstract
The article analyzes the aspects of problematic human resource management system improvement by identifying the peculiarities of human resource management practice in leisure organizations and establishing measures for human resource management system improvement. In order to achieve the set objective, the theoretical analysis and empirical quantitative research were carried out with the help of online questionnaire survey. The questionnaire was sent to various leisure-service organizations operating in Kaunas city and Kaunas region. The study involved 66 leisure- service organizations. This study revealed that leisure organizations pay less attention to the new employees and their adaptation process, but are more focused on the development and qualification of employees who have worked there for a longer period. The analysis of the data showed that employees often feel negative psychological environment in the workplace that may arise because of experienced routine, underestimation of work, lack of attention paid to the employee and others. The main conclusions - human resource management improvement in leisure organizations requires an integrated approach. Many factors such as working conditions, staff interrelation, etc., may cause negative emotions in employees, which in turn would increase dissatisfaction with the work done and could lead to worse results of the organization. Leisure organizations should pay more attention to new employees’ adaptation and competence development, as well as focus on personal initiative of the employees and their creativity promotion
Highlights
The analysis of the problem The current paradigm of human resources management that was formed as the need and the ability to respond to changes of local, international and global competition circumstances reflects the approaches to human resources and their management in the conditions of market economy
Summarizing the results of the survey, it could be stated that human resource management is the ideology, the development of human resources is part of a strategy and a key component trying to reach the competitiveness of organizations, a condition for implementation of corporate social responsibility principles and sustainable development, and the methods of human resource development, the measures, standards, human resources development models should be matched with the processes of modern cohesion in the European Union and the challenges assigned by global economics
According to Jewell (2002), human resource management is based on four principles: investing in employees is as important as other types of investments; strategic importance of human resources is beyond doubt, so the organization's top management should take this into account when making its strategic plans; commitments - this is not blind obedience, that is why the main levers must be applied in order not to encourage employees to obey, but to encourage their commitment to the organization
Summary
Analysis of Human resource management system, methods, standards and management practice (quality, duties, flexibility). Supporting current situation (not having found out improper leadership means, etc.). Human resource management system development model is characterized by a feedback process stages. The analysis of human resources management system, methods, standards and management practice is carried out with regards to quality, duties and flexibility aspects, the weaknesses, interference and causes are found out. Not having found out improper leadership means, unwanted discrepancies in activities, the situation in terms of HRM is observed and current situation is supported. Human resource management system is constantly evaluated, analyzed, changes are observed and changes in the requirements for human resources, activities are improved by choosing appropriate methods and HRM standards and progressive practice
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