Стратегиски развој на вработените како средство за унапредување на конкурентноста на организациите
Date Issued
2016
Author(s)
Бакуле, Ана
Abstract
In today's world of growing national and global competition, strategic development and organizational learning as a whole have become a necessity and a precondition for success, so more employers are becoming aware that the most important capital for an organization are its employees. Modern management and development of human recourses are a basic condition for a successful adaptation to modern business, whose most significant drivers include: rapid growth, high productivity, profitability, quality, competitiveness, educated workforce and its commitment to efficient and effective results. The comparative analyses related to strategic development of employees in national frameworks are conducted in three types of Macedonian organizations - leading representatives of the public, the private and the civil sector. The main objective of the research is to present the degree to which they invest in their staff, as well as to indicate which segments need to be improved. The results of these three case studies offer a so called "picture" that the organizations produce different degrees of success related to the implementation of approaches and models for the development of their employees, and thus have different degrees of competitiveness within its scope of operations. Furthermore, in addition to the comparative analysis of the three case studies, there is a questionnaire in a number of Macedonian organizations of various types. With this questionare, there are more detailed results obtained which are connected with the strategic development of employees. After the analysis, it has come to the conclusion that the organizations almost did not measure at all the effects of development and progress of employees. Therefore, this scientific paper presents a model for measuring and evaluating the effects of strategic approaches to employee development. This model does not consist only of a form to be filled at the end or in the process of training/coaching, but it is divided into five developmental stages, where each of them gather the necessary data that are analyzed and measured during the development process, as well as after its completion. Only in this way, we can get the desired response which is linked to the success of the training/coaching processes, and its implementation contributes to increase the competitiveness of organizations.
Subjects
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