斯洛伐克企业的人才保留:探索性研究

IF 1.4 4区 经济学 Q3 ECONOMICS
R. Savov, J. Kozáková, Jan Tlučhoř
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引用次数: 1

摘要

人才管理的成功是建立在将人才留在公司的基础上的。有吸引力的工作,合适的工作环境,强大的组织文化,工作灵活性,有效的领导,以及财务或非财务利益是公司可以显著影响的因素,以便为未来的任务保留人才。另一方面,企业也要避免一些会使人才保留复杂化的错误,如工作量过大、与高管发生冲突、缺乏自我发展的机会、薪酬不合理等。本研究的目的是根据几个因素来探讨不同类型公司在人才保留方面的差异。所实现的问卷研究获得了381家以管理者为代表的公司的数据。数据通过方差分析进行定量分析,结果通过焦点小组定性研究完成和描述。研究模型是在前人研究成果的基础上建立的,最重要的因素是:财务需求、激励系统、沟通和自我发展。此外,还增加了来自外部的挑战和公司内部提供的留住人才的具体程序。获得的结果显示,在成功留住人才方面,公司之间存在有趣的差异:私营公司、外资公司、有人力资源部门的公司和财务状况较好的公司。在对公司规模的比较中发现了令人惊讶的结果。尽管大公司留住人才的机会更大,但小公司留住人才的过程更成功。我们的研究有助于了解斯洛伐克不同类型公司的人才保留现状,并找到改进的方法。研究结果对管理者、研究人员和未来企业家的教育具有重要意义。然而,尽管斯洛伐克公司对人才保留的实际执行情况有很好的了解,但财政资源和规章仍然有限,阻碍了所取得成果的应用。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
TALENT RETENTION IN SLOVAK COMPANIES: EXPLORATIVE STUDY
The success of talent management is based on keeping talented individuals in a company. Attractive work, suitable working environment, strong organizational culture, work flexibility, effective leadership, as well as financial or non-financial benefits are factors that a company can significantly influence in order to retain talent for future tasks. On the other hand, companies should avoid mistakes that complicate retention of talent, for example, extreme workload, conflicts with executives, lack of opportunities for self-development, as well as inadequate financial remuneration. The goal of presented study is to explore differences in talent retention in various types of companies according to several factors. Realized questionnaire study obtained data from 381 companies represented by managers. Data were analyzed quantitatively by ANOVA and results were completed and described by Focus groups qualitative research. The research model was set according to outcomes of previous researches with following most important factors: financial requirements, motivation system, communication and self-development. Also, the challenges from outside and specific procedures provided inside the company to retain talents were added. Obtained outcomes shows interesting differences between companies in successful retention of talents which can be found: in private companies, in companies with foreign capital, in companies with a HR unit, and companies with a better financial situation. Surprising findings were seen in the comparison of companies by size. Despite the better chances of retaining talents in larger companies, the talent retention process is more successful in small ones. Our study helps to understand the current situation in talent retention in different types of Slovak companies and find ways to improvement. Outcomes are significant for managers, researchers and education of future entrepreneurs. However, despite good knowledge of practical implementation of talent retention in Slovak companies there are still limited financial resources and regulations which impede the application of the results obtained.
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来源期刊
CiteScore
2.70
自引率
13.30%
发文量
35
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