The aim of this paper is to present the opinions of professionals from the pulp and paper industry about employee development, as well as the necessity of competent employee retention. These opinions are different as a result of different expectations of employees and managers. The methodology of the paper is based on the following axiom: managers prioritize the processes of human resources management closely related to key employee retention improvement. To achieve the aim of the study, the largest pulp and paper companies in Slovakia were selected. Human resource managers and other professionals were asked about their opinions and attitudes about developing and retaining employees. Results of the research established that pulp and paper companies in Slovakia are significantly reflecting changes in technology and organization of work in the process of employee development. These companies also adopt the values and impacts of an intercultural environment in human resource management systems. The most important process affecting the development of employees is the possibility of professional training and development of competencies improving the performance. Due to changes in the external and internal environment, it is necessary to periodically review and assess the effectiveness of the policies and procedures affecting the development and retention of the employees.
The aim of the paper is to point out the importance of human resources, especially creative ones, for the competitive development of the territory. In a globalizing world at the beginning of the 21st century, competitiveness is an indispensable precondition for sustainable land development. Within the framework of competitiveness, the soft and hard factors of the development of the territory are decisive, with a key role played by human resources with innate skills, creativity and talent. Human resources are characterized by flexibility and high migration rates. On the other hand, there are areas for sustainable development that are essential to attract and stabilize high-quality human resources. In this paperwork we present the lessons learned from the study of domestic and foreign scientific resources, own research and empiricism. Primary research collected unique data from Slovakia. On this basis, we identified human resource quality indicators and through quantitative research, we compared territorial disparities of selected indicators to help validate existing theories where creativity and talent are a significant endogenous source of competitive advantage for the territory. At the end of the paperwork, we identified the hard and soft factors that regions should prefer in strategic documents for competitiveness.
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