Tendencie vývoja riadenia ľudských zdrojov v organizáciách na Slovensku
DEVELOPMENT TENDENCIES OF HUMAN RESOURCES MANAGEMENT IN SLOVAK COMPANIES

Summary/Abstract: Results of Human Resource Management (HRM) survey presented reveal the fact that from the formal point of view the situation in this area in Slovak companies is being improved. In 2000, 86 per cent of the companies in Slovakia had an organised HRM department or personnel clerks. However, it is not always the fact that these departments ensure proper conception and methodology of services, but sometimes they are merely focusing on administrative work. The effectiveness of their work is also hindered by the absence of personal strategy in a written form in more than a half of the companies, therefore a question arises whether there can exist any aim, suitability and unity of all the procedures used. Also the top management does not fully accept the importance of HRM in fulfilling desired objectives. Only in 53 per cent of the companies the HR Manager is a member of top management team. One still cannot understand that human resource has at least the same importance as material, finance and information capital. In terms of imposing the human capital potential, it seems to be a lack of control and system when executing several HRM activities and not applying new modern trends in this domain. The job analysis, which serves as the basis for systematic HRM, is still depending on subjective managerial point of view. The employees’ search and selection methods do also have some drawbacks, as only 50 per cent of companies do use avail-able educational institutions or specialized recruitment and consulting agencies. In the stage of selection of employees, companies mainly confide to an interview and neglect more efficient approaches, such as assessment centre, which can provide more useful information about the prospective candidate. The introduction of new employees repre-sents also a very underestimated area, with missing induction and trainings programmes in a written form. Similar situation exists also in the domain of further education and training of employees, where the companies use the traditional methods only and do not monitor the need for training. Also the evaluation of the quality of training is done merely formally and at its end, nobody checks up whether the learned skills are put into the practice or not. An independent and transparent performance appraisal system and the use of its results are still not used widely. That means the companies are ignoring an important tool for employees’ development and employees’ performance management. Following the world-wide trends, also Slovak companies are starting to pay more attention to the issue of working time, its organization and its effective use. This brought about the use of flexible working time in 66 per cent of the companies. Considering the fact that flexible working time is one of the mostly used and acknowledged tools for improving of the quality of work and life of the employees in developed countries, we cannot accept the present state, even though there are some restrictions.

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