Mathematica Balkanica New Series Book Volume 24 2010

Muharem Avdispahic 1 Coordinator of the TEMPUS Project SEE Doctoral Studies in Mathematical Sciences (144703-TEMPUS-2008-BA-TEMPUS-JPCR) The main goals of the TEMPUS Project ”SEE Doctoral Studies in Math- ematical Sciences”, funded by European Commission under the TEMPUS IV first call, consist of the development of a model of structured doctoral studies in Mathematical Sciences involving the network of Western Balkans universi- ties, the curricula design based on the existing strenghts and tendencies in the areas of Pure Mathematics, Applied Mathematics and Theoretical Computer Science and the first phase of implementation of the agreed model during the SEE Doctoral Year in Mathematical Sciences 2011. A decisive step in this direction was ”SEE Young Researchers Workshop” held in Ohrid, FYR Macedonia, September 16-20, 2009, as a part of the Math- ematical Society of South-Eastern Europe (MASSEE) International Congress on Mathematics - MICOM 2009. MICOM 2009 continued the tradition of two previous highly successful MASSEE congresses that took place in Bulgaria in 2003 and in Cyprus in 2006. This volume of the journal Mathematika Balkanica contains the talks de- livered at Ohrid Workshop by South-Eastern European PhD students in various stage of their research towards a doctoral degree in mathematics or informat- ics. Facilitating publication efforts of young researchers from the universities of Sarajevo, Tuzla, Belgrade, Skopje, Stip, Graz, and Sofia fully coincides with MASSEE goals to promote, organize and support scientific, research and edu- cational activities in South-Eastern Europe. The consent of the Editorial Board of Mathematica Balkanica to publish ”SEE Young Researchers Workshop” contributions aptly meets intentions of European reform processes aimed at creating the European Higher Education Area and European Research Area. It is an encouragement to these young researchers in the first place and at the same time an encouragement to their institutions in overcoming fragmentation and enhancing their capacities through fostering reciprocal development of human resources.

Handbook of human resource management in emerging markets

Bringing together a diverse set of key HRM themes such as talent management, global careers and employee engagement, this remarkably wide ranging work on managing human resources in more than 20 emerging markets is written by world-leading experts in HRM in emerging markets and based on leading-edge research and practice.

Human resource management in China and India

The first decade of the twenty-first century has witnessed further growth in emerging markets, which is significantly influencing the global economic landscape. For the first time in almost two hundred years, it is in this decade that the emerging economies have caught up with, and raced ahead of, the developed ones in terms of gross domestic product. This is a trend that is likely to continue for some time as many of the developed economies struggle to recover from the global financial crisis. In particular, China and India as two fast growing economies are significantly contributing to the world economic growth and are the flag bearers of this transformation. Acknowledged as favourite destinations for global manufacturing (China) and services (India) related outsourcing, both nations offer huge growth opportunities in most products and services. However, in order to sustain their phenomenal economic growth of the past decades, both countries are facing a number of challenges to their human resource management (HRM). From a macro perspective, these issues tend to appear similar (e.g., attraction and retention of talent), but given the significant sociocultural, institutional, political, legal and other differences between the two nations, the logics underpinning the approaches to managing human resources issues appear somewhat different. This chapter therefore aims to highlight the key forces determining the nature of HRM in China and India. The chapter consists of three main sections, in addition to the Introduction and Conclusions.

Ütemvakság

A gazdaság növekedés felgyorsulása hosszú távon először szükségszerűen csak egy rövid helyreállítási perióduson keresztül valósulhat meg, amelynek során a növekedés ütemét a válságok miatt elmaradt vagy más okból elmulasztott növekedés pótlása gyorsítja fel. Ez azonban messze nem jelenti a hosszú távú növekedési ütem felgyorsulását. A jelenséget először Jánossy Ferenc írta le, akinek megállapításai ma is érvényesek: egy jelentős visszaesés, majd stagnálás után a növekedési ütem 2005 után visszaállt az 1980 óta kialakult 1,5 százalékos hosszú távú ütemre. A Jánossy-féle szakmastruktúra-tényező nem más, mint a tudástőke: a munkaképes lakosság személyes tudása, jártassága és motivációja. Ezek az összetevők egy újrafogalmazott termelési függvény emberi elemei számos új és már korábban is ismert tényező mellett. Az emberi erőforrások nyilvántartása nem kompetenciaalapú, és emiatt a hosszú távú növekedési ütem alacsony szintjét sem tudjuk megmagyarázni. A növekedési ütem ingadozásai mögött elsősorban gazdaságpolitikai hibákat, érdemeket keresünk, holott az emberi beruházások elégtelen szintje jelenti a problémát, amely a múlt örökségnek és a jelen terheinek súlya alatt nem oldódik meg automatikusan. A magyar gazdaság egy újabb helyreállítási periódus előtt áll, s a gazdasági átalakítás alapvető feladata a foglalkoztatható lakosság aktivizálása, enélkül minden növekedési gyorsulás csak átmeneti helyreállítási periódus marad. JEL kód: B23, C22, E01, O11. /===/ Acceleration of economic growth in the long term can primarily be achieved only through a short period of consolidation, in which the growth rate of growth by recession or made up for by growth potential neglected for other reasons. But this is far from equivalent to an acceleration of the long-term growth rate. The phenomenon was described first by Ferenc Jánossy, whose conclusions remain valid to this day: after a substantial slump and a period of stagnation, the growth rate recovered after 2005 the long-term rate of 1.5 per cent that had set in after 1980. Jánossy's trade structure factor amounts to capital in knowledge: the personal know-how, expertise and motivation of the able-bodied population. These factors are the human constituents of a newly formulated production function, along with numerous new and previously known factors. The registration of human resources is competence- based and so it cannot explain the low level of the long-term growth rate either. People tend primarily to see failures and achievements of economic policy behind the failures and achievements of economic policy, when the real problem is inadequate human investment, which will not resolve itself automatically under the weight of the past and present burdens. The Hungarian economy is on the brink of a new period of recovery, and the basic task of economic transformation is to activate the employable population, without which any acceleration of growth will amount only to a temporary period of recovery.

Kompetencia alapú, output orientált oktatás az ideális foglalkoztathatóság érdekében

A kutatási projektünk tanulmánysorozata a magyar gazdaság fejlődésének különböző gazdaságfejlesztési útjait vizsgálja 2020-ig, amelyben a foglalkoztathatóság kérdése kulcs szerepet kapott. Jelen tanulmányunkban arra a kutatási kérdésre keressük a választ, hogy milyen oktatási rendszerre lenne szüksége a magyar gazdaságnak ahhoz, hogy az említett 2020-ig megvalósítható különböző gazdaságfejlesztési utak számára, biztosítani tudja a megfelelő mennyiségű és minőségű emberi erőforrást. A kutatási kérdés megválaszolásának érdekében bemutattuk az oktatási rendszer értékteremtési logikáját, a kompetencia alapú, outputorientált oktatás koncepcióját, a jelenlegi oktatási rendszert és annak kialakulását a rendszerváltás óta, valamint a gazdaságfejlesztési utak megvalósulásához készített számításainkat. A magyar oktatási rendszer, annak stacioner fejlődése esetén nem lesz képes még a stacioner gazdaságfejlesztési út (átlagosan évi 1%-os GDP növekedés 2020-ig) emberi erőforrás szükségletének a biztosítására sem, nemhogy az ennél magasabb GDP növekedéssel járó ipari termelésen, vagy gazdasági szolgáltatásokon nyugvó különböző szcenáriók szükségletének biztosítására. A diplomások túlképzésének a hiedelme megalapozatlan, nem a diplomások mennyiségével van a probléma, mivel belőlük lesz a legnagyobb hiány a különböző gazdaságfejlesztési pályák alapján, hanem maximum azok minősége vethet fel kérdéseket. Ahhoz, hogy a gazdasági növekedésünk mögé az emberi erőforrás hazánkban megfelelő minőségű és mennyiségű legyen egy teljesen új koncepció szükséges az oktatással kapcsolatban. Be kell vezetni a kompetencia alapú, output orientált oktatási modellt, amelynek irányításában a munkaerőpiac szerepét jelentősen meg kell erősíteni, és az át-, és továbbképzések területének hangsúlyát jelentősen növelni kell. Mindezek hiányában, vagy az óhajtott gazdasági növekedés nem lesz megvalósítható, vagy fél milliós nagyságrendű képzett munkaerő importjára fog Magyarország rászorulni. ________ The working papers of our research project analyze the development paths of the Hungarian economy until 2020, where employability is one of the cornerstones of the research. The research question addressed in this paper is what kind of educational system does Hungary need if we want to provide the needed human resources for the mentioned development paths until 2020. To answer the research question we introduced the value creation logic of the educational system, the concept of competency based output oriented education, today’s educational system and its 20 years history and our calculations for the development paths. The Hungarian educational system with its stationer development will not be able to provide the needed human resources to the stationer economic development path (average 1% GDP growth until 2020), not to mention the more productive manufacturing based or service based scenarios. The belief of overeducation in higher education is unfounded, the graduates will have the highest shortage according to the development paths, however their quality could raise some questions. To provide the needed quality and quantity in human resources for the economic development we need to implement a radically new educational concept, the competency based output oriented educational system, where the control of labor market and the emphasis of retraining, development as well as life-long learning has to be significantly strengthened. Without these either the desired growth will not be achievable or we should import around half million trained worker to Hungary.

Vezetőkkel szemben támasztott munkaerő-piaci kompetenciaelvárások a Heti Világgazdaság és a The Economist álláshirdetéseinek elemzése alapján (Job market competency requirements for managers on the basis of the analysis of job advertisements in the Heti Világgazdaság and The Economist)

A szervezet dolgozói között kiemelt fontosságúak a vezetők, hiszen döntéseikkel, működésükkel a szervezet életét közvetlenül, és sokszor hosszú távra befolyásolják. Annak a vállalatnak, mely megtartani, növelni szeretné piaci pozícióját, különös hangsúlyt kell fektetnie vezetőinek kiválasztására, a későbbiekben pedig fejlesztésére. A szerző cikkében azt mutatja be, hogy a közgazdászképzettséggel rendelkező vezetők iránti munkaerő-piaci kereslet (a HVG-hirdetések elemzése alapján) milyen minőségi jellemzőket mutatott 2000–2009 között. A szerző részletesen ismerteti az eredményeket, melyek értelmezéséhez a Spencer és munkatársai által kidolgozott kompetenciamodell saját továbbfejlesztett változatát használja fel. Kitekintés céljával a magyar eredmények mellett bemutatja, hogy egy más gazdasági struktúrával, kultúrával rendelkező országban hogyan alakultak a vezetőkkel szemben támasztott kompetencia-elvárások. Az eredmények – melyeket más hazai felmérések is alátámasztanak – azt tükrözik, hogy a magyar vezetőkkel szemben támasztott munkaerő-piaci kompetencia-elvárások eltérnek a szakmai várakozásoktól és élesen eltérő képet mutatnak a The Economist hirdetéselemzésének eredményétől. _________ The thesis that the most important factor which determines the competitiveness of future companies is the quality of human resources has received increasingly more emphasis in the literature on management. The managers of organizations have a key role since they can directly influence the life of the organization by their decisions and work, often for a long term. Therefore, a company which intends to maintain or improve its market position should place special emphasis on the selection, and later on the development of its managers. In the present paper the author presents the characteristic features of job market demand for managers with qualifications in economics between 2000 and 2009 (on the basis of the analysis of job advertisements published in the economic weekly paper Heti Világgazdaság). The author gives a detailed analysis of the results using the competence model developed by Spencer et al. and further developed by the author. In addition to the Hungarian results, the paper also provides an overview of how managers are selected in a country with a different economic structure and culture. The results – also supported by other surveys conducted in Hungary – demonstrate that the competence expectations of the job market for Hungarian managers fail to meet professional expectations; the picture is sharply different from what the analysis of job advertisements published in The Economist show, and the competence expectation changed very little, though quite strikingly, over the period under discussion.

The development, application, and implications of a strategy for reflective learning from experience

The problem on which this study focused was individuals' reduced capacity to respond to change and to engage in innovative learning when their reflective learning skills are limited. In this study, the preceding problem was addressed by two primary questions: To what degree can mastery of a strategy for reflective learning be facilitated as a part of an academic curriculum for professional practitioners? What impact will mastery of this strategy have on the learning style and adaptive flexibility of adult learners? The focus of the study was a direct application of human resource development technology in the professional preparation of teachers. The background of the problem in light of changing global paradigms and educational action orientations was outlined and a review of the literature was provided. Roots of thought for two key concepts (i.e., learning to learn from experience and meaningful reflection in learning) were traced. Reflective perspectives from the work of eight researchers were compared. A meta-model of learning from experience drawn from the literature served as a conceptual framework for the study. A strategy for reflective learning developed from this meta-model was taught to 109 teachers-in-training at Florida International University in Miami, Florida. Kolb's Adaptive Style Inventory and Learning Style Inventory were administered to the treatment group and to two control groups taught by the same professor. Three research questions and fourteen hypotheses guided data analysis. Qualitative review of 1565 personal documents generated by the treatment group indicated that 77 students demonstrated "double-loop" learning, going beyond previously established limits to perception, understanding, or action. The mean score for depth of reflection indicated "single-loop" learning with "reflection-in-action" present. The change in the mean score for depth of reflection from the beginning to end of the study was statistically significant (p $<$.05). On quantitative measures of adaptive flexibility and learning style, with two exceptions, there were no significant differences noted between treatment and control groups on pre-test to post-test differences and on post-test mean scores adjusted for pre-test responses and demographic variables. Conclusions were drawn regarding treatment, instrumentation, and application of the strategy and the meta-model. Implications of the strategy and the meta-model for research, for education, for human resource development, for professional practice, and for personal growth were suggested. Qualitative training materials and Kolb's instruments were provided in the appendices.

Education, earnings, and rates of return: The case of Taiwan

Educational planners and economists have long recognized the importance of education as a form of productive investment in both advanced countries and developing countries. In the case of Taiwan, along with impressive economic growth, there was an even faster rate of growth of the government's investment in education. This leads some to question whether education has any role in economic development. ^ The purpose of this study is to provide a broad overview of the role of education, in terms of private rates of return to education, in Taiwan. In the process, a variety of hypotheses about human capital theory are examined and an empirical study of Taiwan's earnings functions are tested to show that education can be an important instrument to increase private rate of return, even under conditions of scarcity of natural and physical resources. Data was collected using the Manpower Survey and Manpower Utilization Survey, conducted by the government. Research questions were analyzed using descriptive statistics, frequencies, and regression analysis. ^ Results indicated that the Manpower Development Plans have been the decisive influence in allowing Taiwan to develop its human resources and achieve success in meeting the needs of Taiwan's economy. The structure of age-earnings profiles showed a strong relationship between earnings and education, and the profiles that successively shift upward are associated with higher levels of education. In the cross-sectional results of the rate of return in 1997, each additional year of schooling leads to a 6.2% increase in income. As to the private rates of return to different levels of education, the results found that the private rates of return are 2.88%, 4.85% and 10.05% for primary, secondary and higher education respectively. In an intertemporal comparison for 1980, 1985, 1990 and 1997, the results showed no significant trend except the private rates of return for primary education have been falling from 3.9% to 2.88%. ^ On the basis of this study, for individual student or family in Taiwan, there is likely to be a strong demand for education, particularly at the higher level. Therefore, a well-developed higher educational level becomes essential and the content of curriculum in higher education becomes another crucial question facing planners in Taiwan if they are going to use education as a means to foster economic development. ^

Impact of Substance Abuse: Human Resource Strategies for the Hospitality Industry

No hospitality organizations are immune from the negative effects of substance abuse in the workplace. Ownters and managers must confront the problem head on and, in order to accomplish this, they must be in possession of the facts regarding the problem, and regarding options for dealing with the problem in the most appropriate manner for their individual organizations. The authors include an assessment of this problem as well as a summary review of procedures for positive management of a potentially negative situation.

Appraising Work Group Performance: New Productivity Opportunities in Hospitality Management

In - Appraising Work Group Performance: New Productivity Opportunities in Hospitality Management – a discussion by Mark R. Edwards, Associate Professor, College of Engineering, Arizona State University and Leslie Edwards Cummings, Assistant Professor, College of Hotel Administration University of Nevada, Las Vegas; the authors initially provide: “Employee group performance variation accounts for a significant portion of the degree of productivity in the hotel, motel, and food service sectors of the hospitality industry. The authors discuss TEAMSG, a microcomputer based approach to appraising and interpreting group performance. TEAMSG appraisal allows an organization to profile and to evaluate groups, facilitating the targeting of training and development decisions and interventions, as well as the more equitable distribution of organizational rewards.” “The caliber of employee group performance is a major determinant in an organization's productivity and success within the hotel and food service industries,” Edwards and Cummings say. “Gaining accurate information about the quality of performance of such groups as organizational divisions, individual functional departments, or work groups can be as enlightening...” the authors further reveal. This perspective is especially important not only for strategic human resources planning purposes, but also for diagnosing development needs and for differentially distributing organizational rewards.” The authors will have you know, employee requirements in an unpredictable environment, which is what the hospitality industry largely is, are difficult to quantify. In an effort to measure elements of performance Edwards and Cummings look to TEAMSG, which is an acronym for Team Evaluation and Management System for Groups. They develop the concept. In discussing background for employees, Edwards and Cummings point-out that employees - at the individual level - must often possess and exercise varied skills. In group circumstances employees often work at locations outside of, or move from corporate unit-to-unit, as in the case of a project team. Being able to transcend individual-to-group mentality is imperative. “A solution which addresses the frustration and lack of motivation on the part of the employee is to coach, develop, appraise, and reward employees on the basis of group achievement,” say the authors. “An appraisal, effectively developed and interpreted, has at least three functions,” Edwards and Cummings suggest, and go on to define them. The authors do place a great emphasis on rewards and interventions to bolster the assertion set forth in their thesis statement. Edwards and Cummings warn that individual agendas can threaten, erode, and undermine group performance; there is no - I - in TEAM.

Human Capital Decisions and Employee Satisfaction at Selected Hotels in India

Understanding the role of human capital is one of the key considerations in delivering and sustaining competitiveness. Managing employees in the hospitality industry is particularly a challenging task as the industry is considered to be labor intensive. High turnover and increasing employee demands are among the problems that are identified as threats to maintaining a strong competitive position. Successful hotels attempt to retain their best employees in an effort to adapt to changing environments and increased competition. Effective hotel human resource systems can produce positive outcomes, through effective employee retention strategies that focus on work force motivation, attitudes and perception. The positive implementation of these strategies can influence and create employee satisfaction. This study aims to focus on the relationship between the mediating variables of motivation, attitudes, perception and their effect on employee satisfaction. These findings are based upon an extensive survey carried out between April 2009 and June 2009 in the small mountainous state of Uttarakhand, located within the Indian sub-continent. Although the area of study is confined to the Kumaon region of Uttarakhand, the authors contend that the findings and implications can be applied to other remote developing tourist destinations in other regions.