Managerial markets in transition in Central and Eastern Europe: a field study and implications

Article Abstract:

Research into managerial labour markets, in Central and Eastern Europe, found many companies had to bring in foreign managers because of the shortage of skilled local managers. It was felt expatriate managers only stayed for a short time and therefore were not committed to developing local managers. Companies had some difficulty in retaining local managers due to the tight labour market. Managers' wages had increased by at least 25% over two years. Turnover of managers was at between 18-47%. Information was obtained from 157 companies, in six Central and Eastern European countries.

Managerial & Professnl Specialty Workers, Eastern Europe, Executives, Central Europe

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The making and remaking of HRM: The practice of managing people in the Eastern Cape Province, South Africa

Article Abstract:

The nature of human resource management (HRM) practice in the Border area of the Eastern Cape Province, South Africa, is explored. Distinct patterns of practice were identified, from a simple changing in nomenclature of relevant personnel sections to widening the traditional personnel function. However human resource practitioners appeared somewhat removed from the 'conventional wisdom' definition of HRM.

Human resource management, South Africa

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Work performance: is it one thing or many things? The multidimensionality of performance in a Middle Eastern context

Article Abstract:

Research into the multidimensional nature of work performance in Jordan is presented. It was established that the performance concept is made up of five elements: work enthusiasm, work skills, understanding work duties, job performance and willingness to innovate. Employees are expected to be flexible and to work outside their job description.

Work measurement

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