| Abstract [eng] |
In a modern global and multi-cultural environment of changes, a lot of qualified specialists move to economically developed countries with higher quality of life and work. The dynamics of these economic indicators allow forecasting that quite soon many organisations might lose the most important and difficult-to-copy human resources, which are the key source of operational effectiveness and a competitive advantage for them. Consequently, a need arises to revise the theories and principles of organisational management not questioned before, and to search for new ways to manage the human resources, which enable involving them in the management of the organisation, developing / improving the knowledge and abilities, and delegating functions and responsibilities. Such changes pose the need for managers to reappraise the key values, thinking and human resources management philosophy, and to gain such competencies that would ensure a successful partnership with the employees and equal participation in the strategic management of the organisation. Object of the thesis: strategic competences of the manager in human resource management. Objective of the thesis is to examine the manifestation of strategic competences of the manager in human resource management. The objective is broken down into tasks, which determined the following structure of the thesis: theoretical part of the paper analyses the theoretical aspects of human resource management and identifies and substantiates the strategic competencies of a manager; the project part presents the research into manifestations of strategic competences of the manager in human resource management in service sector companies operating in Panevėžys city. Methods of work, which helped to attain the mentioned tasks, included scientific literature analysis, questionnaire survey, analysis of statistical data, descriptive statistics, and correlation analysis. Scientific literature analysis enables stating that human resources represent the most significant and unique asset, the most valuable source and base of an organisation, and its importance forms a new approach to the human resource management, encompassing the human resource planning, search and recruitment, selection, socialisation and adaptation of new employees, training/learning/improvement, assessment and reward for performance. In scientific context, rather diverse “competence portfolios” of managers are presented, although the business success is determined by the key competences, i.e. strategic competence of the manager – a set of unique personal qualities and abilities comprising four elements: leadership, strategic thinking, focus and cooperation, rather than the multitude of them. Seeking to assess the manifestation of strategic competences of the manager in human resource management and to identify the interaction of strategic competences of the manager and human resource management activities, an empirical research was carried out in service sector companies in Panevėžys city. The research revealed that in the companies under consideration, the human resource selection process was developed the best, whereas the remuneration system and training/learning/improvement are activities to be improved. It was also observed that managers of the companies researched possess all strategic competencies; however, cooperation competences manifest themselves the most, and the leadership competencies – the least. After identifying the interaction of strategic competences of the manager and human resource management activities in service sector companies in Panevėžys, a model was constructed to visualise the moderate direct correlation of strategic competencies of the manager – leadership, focus and cooperation – with the human resource management activities – planning, training / learning / improvement, assessment and remuneration. The model of interaction of strategic competences of the manager and human resource management activities has significant theoretical and practical implications, as it emphasises the target strategic competencies of managers, which are necessary for carrying out specific human resource management activities. |
