Innovation is a key element of economic development and a key factor in social processes. Technological and economic innovations cannot respond to all social challenges. However, innovation - the search for new and innovative solutions - needs to be interpreted more broadly than before. In line with social changes, the European Union pays more attention to the context of social innovation. The social enterprises play a vital role in modern societies. The subject of our study is social cooperatives, which are a type of social enterprise. The social cooperatives offer an opportunity to improve the employment skills. However, the management of this enterprises faces several dilemmas how can build up an effective control system of a social enterprises in Central-Europe. As our questionnaire stated, the major problem of social cooperative is the quality of available labour force. This paper focuses the applicability of the traditional Balanced Scorecard system to the special needs of a social cooperative. Here one area of the Balances Scorecard will be highlighted – the Human Resource management and how the tools can be effectively adapted to the social cooperatives. A report system and a ratio analysis tool are developed to help the work of social cooperative managers. The focus of this paper research question how can improve the monitoring of Human Resource Management in social enterprises like social cooperatives. In the introduction part of this paper the importance of social innovation is emphasized, and a brief introduction to the development of controlling tools is provided. Next, part of our broader questionnaire is presented to highlight the importance of Human Resource Management in the Hungarian social cooperatives. In the discussion part a special BSC is presented which is based on Bull’s social enterprise Business Scorecard system. The Human Resouce Management should consider the regulatory requirements of granting authority, so these are briefly introduced. Finally, some indicators and tables are presented which can help the Human Resource Management in a social innovation enterprise.
A szociális szövetkezetek gazdálkodási problémáinak feltárása érdekében kérdőíves kutatást végeztünk. A kutatásunk megállapította, hogy a rendelkezésre álló munkaerő minősége és a megfelelő célpiacok megtalálása jelenti a szociális szövetkezetek fő gondját. A kérdőíves felmérés alapján elkészítettük a szociális szövetkezetek Balanced Scorecard rendszerének (továbbiakban BSC) egy lehetséges modelljét. Modellünk a Bull által kidolgozott modell egy adaptációja (Bull, 2006). Jelen cikkünkben a BSC külső szervezetek igényeinek való megfelelés modulját dolgoztuk ki. Meghatároztuk a követelmények körét, a követelmények teljesítését nyomon kísérő mutatószámokat, továbbá javaslatot teszünk a mutatószámok mérésének gyakoriságára is.
The economic crisis broke out in the most developed part of the world in 2008 affected seriously to the Central-Eastern-European bank systems. It wasn't a wonder, because these economies were closely linked to the developed countries. Firstly the Central-Eastern-European banks were mostly owned by large Western-European banks, and the management of these subsidiaries became tougher due to the asset management problems of their mother banks (Tressel, 2010). The current paper examines the deleveraging of bank systems of this area during the crisis and thereafter. A special northern-southern division can be observed among the Central-Eastern-European bank systems, where the border is unfortunately at the northern border of Hungary. During the crisis, the amount of private loan was mostly determined by the economic growth, the starting state of loan-deposit ratio, as well as the uncertainty of sovereign CDS spread. In the after-crisis period the change in private loan stock is especially the function of non-performing loan ratio and the change in loan-deposit ratio. Hungary is an 'off-line' country in case of all strong correlated variable pair, so the decrease of private loan may have country-specific reasons besides the general theoretical variables.
The social enterprises play a vital role in a daily operation of smart cities. They can provide these towns with flexibility and innovation skills and help to maintain the social peace to provide work with the less competitive part of smart cities’ population. (Bartha-Bereck, 2018) This paper focuses this latter task. The social co-operatives offer an opportunity to improve the employment skills. However, the management of this enterprises faces several dilemmas how can build up an effective control system of a social enterprises in Central-Europe. As our questionnaire stated, the major problem of social cooperative is the quality of available labour force. This paper focuses the applicability of the traditional Balanced Scorecard system to the special needs of a Social Enterprises. Here one area of the Balances Scorecard will be highlighted – the Human Resource management and how the tools can be effectively adapted to the social cooperatives. A report system and a ratio analysis tool is developed to help the work of social cooperative managers.
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