The purpose of the research was to contribute to the understanding of the personal, social and organisational circumstances and factors that influence the promotion of men and women to the highest positions in Slovenian business. Past research on the position of women in Slovenian management (Kanjuo Mrčela 1996, 2000; Petelinkar 2005) has revealed various problems which women face on the path to decision-making positions and in their work as managers, and which are usually associated with existing stereotypes regarding the gender-determined roles of men and women in organisations and in private life.
F.02 Acquisition of new scientific knowledge
COBISS.SI-ID: 280529408In this study , based on questionnaire among HR professionals, we analize the effects of legislation changes (mostly Labour/ZDR-1) on the operations of organizations.
F.02 Acquisition of new scientific knowledge
COBISS.SI-ID: 33370717Our research group coordinates and conduct Cranet research on Human resources management in Slovenija since 2001. Research focuses on strategic HRM, staffing, employee development, compensation and benefits and employee relations and communication practices. In 2015 196 slovene organizations that employ more than 100 employees were participating in our research.
F.02 Acquisition of new scientific knowledge
COBISS.SI-ID: 281181184This paper is focused on the study of individuals as initiators of CSR in their companies as well as on researching which are the terminal personal values that influence planning and implementation of CSR. It also studies the relationship between corporate and individual responsibility.
F.02 Acquisition of new scientific knowledge
COBISS.SI-ID: 33287773The focus of this paper is a comparison of different periods in the development of the personnel/HRM function in Slovenia and Serbia. The paper describes and compares the social, political and economic characteristics that have influenced personnel/HRM policies and practices during various periods of time to answer the question of whether the current functions have the characteristics of traditional personnel management or strategic HRM. This makes it easier to understand the development of the personnel/HRM function in each country, and offers specific insights into how and why the functions have changed in organisations in two countries that were once part of the same Federation. Since 2000 there has been a clear shift towards an HRM model associated with the devolution process, a change which is much more pronounced in Slovenia than in Serbia.
F.02 Acquisition of new scientific knowledge
COBISS.SI-ID: 33624413