Sustainability in Business Process Management as an Important Strategic Challenge in Human Resource Management

被引:11
作者
Lorincova, Silvia [1 ]
Cambal, Milos [2 ]
Miklosik, Andrej [3 ]
Balazova, Zaneta [4 ]
Babel'ova, Zdenka Gyurak [2 ]
Hitka, Milos [1 ]
机构
[1] Tech Univ Zvolen, Fac Wood Sci & Technol, Ul TG Masaryka 24, Zvolen 96001, Slovakia
[2] Slovak Univ Technol, Fac Mat Sci & Technol, Jana Bottu 2781-25, Trnava 91724, Slovakia
[3] Comenius Univ, Fac Management, Odbojarov 10 POB 95, Bratislava 82005 25, Slovakia
[4] Tech Univ Zvolen, Inst Foreign Languages, Ul TG Masaryka 24, Zvolen 96001, Slovakia
关键词
the development of HRM; sustainable business processes; human capital; sustainable human resource management; motivation; motivation factors; EMPLOYEES MOTIVATION; JOB-SATISFACTION; WOOD; PERFORMANCE; COMMUNICATION;
D O I
10.3390/su12155941
中图分类号
X [环境科学、安全科学];
学科分类号
08 ; 0830 ;
摘要
The main goal of human resource management (HRM) is to create conditions that allow enterprises to run businesses effectively by following the maximum performance and sustainability of business processes, which are key factors for an enterprise to succeed on the market. For effective management of employees as a part of HRM, systematic employee motivation is necessary because human resources are a key factor for achieving enterprise sustainability. As employees can be motivated by everything stimulating their activity, the aim is to define the importance of employee motivation through the most important motivation factors relating to mutual relationships. The emphasis is put on the identification of statistically significant differences in terms of socio-demographic features of employees. At a significance level of 5%, the statistically significant differences in terms of gender, age, and job were tested further using Tukey's honestly significant difference test. The research results showed a large number of statistically significant differences between individual employee categories. This leads to the conclusion that employers should focus on creating individual motivation programs for employees and not approach employees uniformly because of their various needs. Creating individual motivation programs for employees should respect their needs in terms of gender, age, and job position. Enterprises are recommended to focus their motivation programs on supporting motivation factors related to finance, mutual relationships, and work conditions.
引用
收藏
页数:15
相关论文
共 83 条
[1]  
Almobaireek W.N., 2012, AFR J BUS MANAGE, V6, P4029, DOI [10.5897/AJBM11.1521, DOI 10.5897/AJBM11.1521, 10.5897/ajbm11.1521]
[2]   ENTREPRENEURIAL MOTIVATIONS AMONG FEMALE UNIVERSITY YOUTH IN SAUDI ARABIA [J].
Almobaireek, Wafa N. ;
Manolova, Tatiana S. .
JOURNAL OF BUSINESS ECONOMICS AND MANAGEMENT, 2013, 14 :S56-S75
[3]   Not Just for the Money? How financial incentives affect the number of publications at Danish research institutions [J].
Andersen, Lotte Bogh ;
Pallesen, Thomas .
INTERNATIONAL PUBLIC MANAGEMENT JOURNAL, 2008, 11 (01) :28-47
[4]   RESEARCH OF MOTIVATION OF EMPLOYEES IN THE IT SECTOR IN BULGARIA [J].
Anguelov, Kiri ;
Stoyanova, Tsvetana ;
Tamosiuniene, Rima .
ENTREPRENEURSHIP AND SUSTAINABILITY ISSUES, 2020, 7 (03) :2556-2567
[5]  
[Anonymous], 2011, EUR J BUS MANAG
[6]  
Arnania-Kepuladze T., 2010, PROBLEMS PERSPECTIVE, V8, P84
[7]  
BAILYN L, 1993, SLOAN MANAGE REV, V34, P77
[8]  
Bajzikova L, 2017, VISION 2020: SUSTAINABLE ECONOMIC DEVELOPMENT, INNOVATION MANAGEMENT, AND GLOBAL GROWTH, VOLS I-IX, 2017, P4879
[9]  
Bakotic D., 2013, International Journal of Business and Social Science, V4
[10]   Personality and job performance: Test of the mediating effects of motivation among sales representatives [J].
Barrick, MR ;
Stewart, GL ;
Piotrowski, M .
JOURNAL OF APPLIED PSYCHOLOGY, 2002, 87 (01) :43-51