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Author
Kaarelson Tonu, Alas Ruth
Title
Human Resource Management Practices In Estonian Private Enterprises
Praktyki w zarządzaniu zasobami ludzkimi w prywatnych przedsiębiorstwach w Estonii
Source
Zarządzanie Zasobami Ludzkimi, 2008, nr 1, s. 33-49, bibliogr. 9 poz.
Keyword
Zarządzanie zasobami ludzkimi, Organizacja pracy, Przedsiębiorstwo prywatne, Zarządzanie personelem
Human Resources Management (HRM), Work organisation, Private enterprise, Personnel management
Country
Estonia
Estonia
Abstract
W końcu lat 90., jak i w obecnej dekadzie zarządzanie zasobami ludzkimi wydaje się być najlepiej rozwiniętą dziedziną w organizacjach estońskich. Wraz z odzyskaniem niepodległości w 1991 i pojawieniem się gospodarki rynkowej funkcja personalna szybko nabrała cech typowych dla zarządzania personelem. Decentralizacja ekonomiczna oraz prywatyzacja w dość krótkim czasie doprowadziły do restrukturyzacji gospodarczej i spowodowały zmiany na rynku pracy. Inwestycje zagraniczne oraz otwarcie się rynków międzynarodowych stworzyło korzystne warunki dla rozwoju ekonomicznego i technicznego. Czynniki te przyspieszyły również tempo rozwoju funkcji HR, która konsekwentnie nabiera cech zarządzania zasobami ludzkimi. Znaczenie zarządzania zasobami ludzkimi wzrosło również w wyniku integracji Estonii z Unią Europejską. (abstrakt oryginalny)

Human resource management has emerged as one of the most successfully developed functions in Estonian organizations since the end of the 1990s and during the current decade. Until the middle of the 1980s, the personnel function in organizations was irrelevant and primarily had an ideological and administrative character. With the restoration of independence in 1991 and the appearance of a market economy, the personnel function rapidly entered into the phase of personnel management. Economic decentralization and privatization quickly led to economic restructuring and changes on the labor market. Various and extensive direct foreign investment and the opening up of foreign markets provided a basis for economic and technological development. These factors also accelerated the development of the HR function. The personnel management function has consistently adopted the traits of human resource management. The role of HRM has increased noticeably in the past three years in connection with Estonia joining the European Union. The aim of the present article is to present some aspects characterizing HRM practices in Estonian private sector enterprises. (original abstract)
Accessibility
The Main Library of the Cracow University of Economics
The Library of Warsaw School of Economics
The Library of University of Economics in Katowice
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The Main Library of the Wroclaw University of Economics
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Bibliography
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  2. Dewettinck, K., Buyens, D., Auger, C, Dany, F. and Wilthagen, T. (2006) "Deregulation: HRM and the flexibility-security nexus," in Larsen, H. H. and Mayrhofer, W. (Editors), Managing Human Resources in Europe, 45-62, Routledge.
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  4. Leimann, J., Santalainen, T. J., Baliga, R. B. (2003) "An Examination of the Dynamics of Transformation of Estonian State-Owned Enterprises toward a Free-Market Orientation," in Ennuste, U. and Wilder, L. (Editors), Essays in Estonia Transformation Economics, 49-69, Estonian Institute of Economics and Tallinn Technical University.
  5. Mrèela, A. K. and Ignjatoviè, M. (2006) "Unfriendly Flexibilization of Work and Employment: The Need for Flexicurity," in Svetlik, I. and Iliè, B. (Editors), HRM's Contribution to Hard Work: A Comparative Analysis of Human Resource Management, 315-350, Peter Lang.
  6. Naelapea, A. (2007) "Factors Influencing the Introduction of Flexible Work Arrangements: Experience and Practice among Estonian Enterprises," in Work and Family: Flexible Work Arrangements and Parent Employment, 215-242, Tallinn [in Estonian], Statistical Yearbook of
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  9. Turk, K. (2005) Human Resource Management, Tartu Ulikool [in Estonian]
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ISSN
1641-0874
Language
pol
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