Suchergebnisse

In the contemporary and highly dynamic surrounding conditions, now, business more than ever depends on: attracting, detaining and effectively taking advantage of, basically, chronically scarce resource - highly professional and skilled staff. In addition, competitive ability on human resources in contemporary trade associations, because of the entire business climate, is quite dynamic and constantly exposed by many factors. The most complex, at the same time, of the most essential importance are: The constant changes of the legislation in the area of the organization in the trade associations, the conditions of the defined market, the intense competition, as well as the fastidiousness and emerging requirements from the clients, in other words the consumers. All this has its own particular influence on the professional parameters for work, thereby making an additional pressure on the constantly disposable resources. Human resources in one trade association include all the employees, irrespective of their position, education or their level of commitment. Basically, contemporary conditions of management are protecting the human as a crucial resource for the company, in which he largely determines the competitive ability of it. On the account of preserving, and above of all, the development on the competition ability on one trade association in a defined business area is in a direct interaction of instruction: new standards, skills, knowledge and ethics in business. All of this is a precondition for survival and satisfying needs, as long as there is a wish to achieve success in more intense conditions for work and survive on the only relevant place where all that is valued - the market.

Обґрунтовано необхідність удосконалення кадрової безпеки на рівні найбільш поширеної ланки – установи, закладу, підприємства як невід'ємної складової системи безпеки – з урахуванням змін у суспільстві, а також необхідності забезпечення життєво важливих інтересів людини, громадянина, суспільства і держави в сучасних умовах. Установлено, що для сталого розвитку установи, закладу, підприємства, а також суспільства в цілому важливе значення мають виявлення, запобігання і своєчасна нейтралізація реальних та потенційних загроз кадровому потенціалу. Визначено, що головну роль у цьому процесі відіграють органи управління установою, закладом, підприємством, керівники всіх ланок як провідники тактики та стратегії розвитку установи. Доведено позитивний вплив на функціонування установи, закладу, підприємства виваженої кадрової політики, яка використовує новітні технології, стандарти та механізми підбору й управління кадровим потенціалом. ; The article justifies the necessity of improvement of human resorses security management at the most spread organizational level such as institution, establishment and enterprise as an important part of the security system in the light of changes in society and necessity of the provision of the vital interests of a person, citizen, society and state as a whole under the moder conditions. It is proved that for sustainable development of an institution, establishment or enterprise and society as a whole the identification, prevention and timely neutralization of the real and potential threats for the potential of human resourses is very important. The key role in this process is played by the leadership of an institution, establishment or enterprise, leaders and managers at all organizational levels as the policy and tactics providers of the organization's development. It is proved that the balanced human resourses policy has a positive impact on the functioning of an organization if it uses the modern technologies, standards and methods for the selection and management of a human resourses potential.

Обґрунтовано необхідність удосконалення кадрової безпеки на рівні найбільш поширеної ланки – установи, закладу, підприємства як невід'ємної складової системи безпеки – з урахуванням змін у суспільстві, а також необхідності забезпечення життєво важливих інтересів людини, громадянина, суспільства і держави в сучасних умовах. Установлено, що для сталого розвитку установи, закладу, підприємства, а також суспільства в цілому важливе значення мають виявлення, запобігання і своєчасна нейтралізація реальних та потенційних загроз кадровому потенціалу. Визначено, що головну роль у цьому процесі відіграють органи управління установою, закладом, підприємством, керівники всіх ланок як провідники тактики та стратегії розвитку установи. Доведено позитивний вплив на функціонування установи, закладу, підприємства виваженої кадрової політики, яка використовує новітні технології, стандарти та механізми підбору й управління кадровим потенціалом. ; The article justifies the necessity of improvement of human resorses security management at the most spread organizational level such as institution, establishment and enterprise as an important part of the security system in the light of changes in society and necessity of the provision of the vital interests of a person, citizen, society and state as a whole under the moder conditions. It is proved that for sustainable development of an institution, establishment or enterprise and society as a whole the identification, prevention and timely neutralization of the real and potential threats for the potential of human resourses is very important. The key role in this process is played by the leadership of an institution, establishment or enterprise, leaders and managers at all organizational levels as the policy and tactics providers of the organization's development. It is proved that the balanced human resourses policy has a positive impact on the functioning of an organization if it uses the modern technologies, standards and methods for the selection and management of a human resourses potential.

The publication presents an analysis of management specialist development problems arising in today's situation. Special attention is paid to management specialist development in the conditions of globalization, knowledge society development, European integration and the European Union enlargement.The publication provides an in‐depth analysis of management specialists development principles and practical experiences in the area of management specialist development.The absence of well‐founded general principles of management specialist development as well as specialprinciples of business and public management specialist development remains an important research problem.The absence of integrated and individualized university studies and of the practical realization of the life‐long learning principle in the area of management specialist development remains an important practical problem.The aim of the publication – to formulate and ground the main principles of management specialist development as well as to describe an original management specialist development model based on the implementation of the idea of life‐long learning. Theresearch methodologyis based on the concept of triangulation, combining the descriptive analysis, surveys and expert evaluation. Thescientific novelty, theoretical and practical resultsare defined by the following:The following groups of principles are singled out: a) general development principles, applicable to specialists of all fields, including that of management; b) special principles of management specialist development, applicable exceptionally to management specialist development; c) specific principles of business management specialist development; d) specific principles of public management specialist development, applicable exceptionally to the development of specialists working in the public sector and public management. This model provides for combination of diverse forms of learning, university studies, independent researches, self‐development and in‐service training; long‐term individual programmers are designed to help people acquire different qualifications and develop their competences through studies in universities and other educational institutions and through participating in practical works, workshops and seminars. Introduction of long‐term individualized development programmers facilitates development of unique managerial skills and prepares every specialist for a unique position, a unique professional activity and individualized functions. The management specialist development model based on the implementation of the idea oflife ‐ long learningas well asintegrated and individualized university and non ‐ university studiesis described. An important element of management specialist development process is development of human creativity. It also depicts specific characteristics of creativity and highlights new opportunities and possibilities for the development of the creative potential. First published online: 14 Oct 2010

The publication presents an analysis of management specialist development problems arising in today's situation. Special attention is paid to management specialist development in the conditions of globalization, knowledge society development, European integration and the European Union enlargement. The publication provides an in‐depth analysis of management specialists development principles and practical experiences in the area of management specialist development. The absence of well‐foundedgeneralprinciples of management specialist development as well asspecialprinciples of business and public management specialist development remains an importantresearch problem.The absence of integrated and individualized university studies and of the practical realization of the life‐long learning principle in the area of management specialist development remains an importantpractical problem. Theaimof the publication ‐ to formulate and ground themain principlesof management specialist development as well as to describe an original management specialist development model based on the implementation of the idea oflife ‐long learning. Theresearch methodologyis based on the concept of triangulation, combining the descriptive analysis, surveys and expert evaluation. Thescientific novelty, theoretical and practical resultsare defined by the following:The following groups of principles are singled out: a) general development principles, applicable to specialists of all fields, including that of management; b) special principles of management specialist development, applicable exceptionally to management specialist development; c) specific principles of business management specialist development; d) specific principles of public management specialist development, applicable exceptionally to the development of specialists working in the public sector and public management. This model provides for combination of diverse forms of learning, university studies, independent researches, self‐development and in‐service training; long‐term individual programmers are designed to help people acquire different qualifications and develop their competences through studies in universities and other educational institutions and through participating in practical works, workshops and seminars. Introduction of long‐term individualized development programmers facilitates development of unique managerial skills and prepares every specialist for a unique position, a unique professional activity and individualized functions. The management specialist development model based on the implementation of the idea oflife ‐ long learningas well asintegrated and individualized university and non ‐ university studiesis described. An important element of management specialist development process is development of human creativity. It also depicts specific characteristics of creativity and highlights new opportunities and possibilities for the development of the creative potential. First Published Online: 14 Oct 2010

Behavioural economics investigating psychological regularities of behavior of the person predetermining his/her economic decisions is one of the most urgent areas of theoretical and practical interests today.Within the limits of this area, in this article the author makes an attempt to combine psychological and economic approaches to studying the main factors of human resource and human capital management in the economic space of Russia which were united in four groups: situational-environmental, personal, social-economic and political factors and organizational-management factors.Since human resource management is carried out in the economic space of the country, indicators of monitoring human resource and human capital development must be a system of characteristics including characteristics of economic density, characteristics of population distribution and quality and economic activity, characteristics of the intensity of socio-economic relationships and characteristics of the psychological state of the population.The author defines the role of human resources as a driving force in raising people's standard of living and quality of life, levelling of conditions of social and economic development of the country and regions and substantiates the main role of investment in human capital as a key factor of the innovative development of the Russian economy. ; На сегодняшний день одной из наиболее актуальных областей теоретических и практических интересов является поведенческая экономика, исследующая психологические закономерности поведения человека, предопределяющие его экономические решения.В рамках этого направления, в данной статье предпринята попытка объединить психологический и экономический подходы к изучению основных факторов управления человеческими ресурсами и человеческим капиталом в экономическом пространстве России, которые были объединены в четыре группы: ситуационно-средовые, личностные, социально-экономические и политические факторы и организационно-управленческие факторы.Поскольку управление человеческими ресурсами осуществляется в экономическом пространстве страны, индикаторы мониторинга развития человеческих ресурсов и человеческого капитала должны представлять собой систему показателей, включающую показатели экономической плотности, показатели размещения и качества населения и экономической деятельности, показатели интенсивности социально-экономических взаимосвязей и показатели психологического состояния населения.Определяется роль человеческих ресурсов как движущей силы в повышении уровня и качества жизни людей, выравнивании условий социально-экономического развития страны и регионов, и обосновывается основная роль инвестиций в человеческий капитал как ключевого фактора инновационного развития российской экономики.

Abstract
In recent decades, from a global scale aspect, tourism demand is becoming more differentiated. On one hand, a preserved natural environment and clean air are demanded, while, on the other hand, a growing number of tourists want to travel and see cultural and historical heritage of the area in which they are spending their holiday. In order to compete in the world tourist market, an area must possess various and extensive resources. Therefore, new destinations that, above all, have a rich original tourist offer are required. Since Western Serbia has significant natural and anthropogenic resources, this paper explores its original tourist potential. In this sense, with the use of modern methodologies for evaluating the still untapped potential tourist area, this paper presents an approach to valorisation, both natural and anthropogenic resources of Western Serbia. The research aims, through this evaluation, to show how, in what way these resources can be placed in the function of tourism exploitation and greater involvement of Western Serbia in contemporary touristic trends.

This paper considers alternative policies for promoting skill formation that are targeted to different stages of the life cycle. We demonstrate the importance of both cognitive and noncognitive skills that are formed early in the life cycle in accounting for racial, ethnic and family background gaps in schooling and other dimensions of socioeconomic success. Most of the gaps in college attendance and delay are determined by early family factors. Children from better families and with high ability earn higher returns to schooling. We find only a limited role for tuition policy or family income supplements in eliminating schooling and college attendance gaps. At most 8% of American youth are credit constrained in the traditional usage of that term. The evidence points to a high return to early interventions and a low return to remedial or compensatory interventions later in the life cycle. Skill and ability beget future skill and ability. At current levels of funding, traditional policies like tuition subsidies, improvements in school quality, job training and tax rebates are unlikely to be effective in closing gaps.