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2013 | nr 2 | 21--31
Tytuł artykułu

Analytical View of the Relation Between Training & Development and Organizational Performance

Autorzy
Treść / Zawartość
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
At present, human resources are considered the most valuable corporate resource, which help to achieve corporate objectives. Many employers are aware that only an em-ployee who has the necessary skills and knowledge is a real asset to the company. This leads organizations to implement training & development activities for their staff. The paper deals with training & development as one of the important HRM activities that may affect the performance of the organization. It introduces the results of research con-ducted in Slovakia, aimed to verify the statistical relationship between training & devel-opment and organizational performance, as expressed by financial situation and labor productivity.(original abstract)
Rocznik
Numer
Strony
21--31
Opis fizyczny
Twórcy
  • University of Presov, Slovakia
Bibliografia
  • [1] Ahmad S., Schroeder R.G., The impact of human resource management practices on operational performance: recognizing country and industry differences, in: Journal of Operations Management, Vol. 21 No. 1, 2003, pp. 19 - 43.
  • [2] Ali Taha V., Sirková M., Vzdelávanie a rozvoj zamestnancov, in: Zborník ve-deckých prác katedry ekonómie a ekonomiky ANNO, 2011, pp. 15 - 27.
  • [3] Cehlárová M., Svetozárovová N., Vavrek R., Strategické riadenie ľudských zdrojov, in: Manažment podnikania a vecí verejných - zborník vedeckých prác, Bratislava: Slovenská akadémia manažmentu, Vol. 2. No. 2, 2012, pp. 117 - 120.
  • [4] Delaney J.T., Huselid M.A., The impact of human resource management practices on perceptions of organizational performance, in: Academy of Management Journal, Vol. 39 No. 4, 1996, pp. 949 - 969.
  • [5] Dyer L., Reeves T., Human resource strategies and firm performance: what do we know and where to we need to go? in: International Journal of Human Resource Management, Vol. 6 No. 3, 1995, pp. 656 - 670.
  • [6] Huang T.C., The effects of linkage between business and human resource manage-ment strategies, in: Personnel Review, Vol. 30 No. 2, 2001, pp. 132 - 151.
  • [7] Huselid M.A., The impact of human resource management practices on turnover, productivity, and corporate financial performance, in: Academy of Management Journal, Vol. 38 No. 3, 2005, pp. 635 - 672.
  • [8] MacDuffie J.P., Human resource bundles and manufacturing performance: flexible production systems in the world auto industry, in: Industrial Relations and Labour Review, Vol. 48, 2005, pp. 197 - 221.
  • [9] Pfeffer J., Seven practices of successful organizations, in: California Management Review, Vol. 40 No. 2, 1998, pp. 96 - 124.
  • [10] Theriou G.N., Chatzoglou P.D., Exploring the best HRM practices-performance relationship: an empirical approach, in: Journal of Workplace Learning, Vol. 21 No. 8, 2009, pp. 614 -646.
  • [11] Wang D.S., Shyu Ch.-L., Will the strategic fit between business and HRM strategy influence HRM effectiveness and organizational performance?, in: International Journal of Manpower, Vol. 29 Iss. 2, 2008, pp. 92 - 110.
  • [12] Yazam S.M., Aqeel A., A Comparative Study on the Effectiveness of Human Re-source Professionals in Pakistan and Malaysia, in: IBIMA Business Review, 2011, <http://www.pulib.sk:2088/docview/1437170684?accountid=164160>, 12.01.2014.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171419288

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