Description
In our days, society is greatly influenced and altered by the process of internationalization and globalization. Globalization refers to a whole set of changes, not to one single dimensional change. The process of internationalization puts a special and high importance on the work of human resources managers.
1. INTRODUCTION
In our days society is influenced and
altered by the process of globalization. The
economic market place is certainly one of the
driving agencies of intensifying
globalization, but globalization is not
primarily economic in and of itself.
Globalization refers to a set of changes, not a
single dimensional change. Many of these
changes are social, cultural and political,
rather than purely economic, and one of the
main drivers in addition to the global
marketplace is something partly separable
from it, this is the communications
revolution. (Beamish et al., 2003;
PERFORMANCE OF HUMAN RESOURCE MANAGEMENT IN AN
INTERNATIONALLY OPERATING COMPANY
Ladislav Mura
J. Selye University in Komárno, Faculty of Economics, Bratislavská 3322,
945 01 Komárno, Slovakia
(Received 5 June 2011; accepted 12 September 2011)
Abstract
In our days, society is greatly influenced and altered by the process of internationalization and
globalization. Globalization refers to a whole set of changes, not to one single dimensional change.
The process of internationalization puts a special and high importance on the work of human
resources managers. In order to remain successful and competitive in the international business
environment, companies have to pay close attention to cultural factors. These may considerably
differ among workers in multinational companies. We are taking a careful look at human resource
management in this new age, and especially at the impact of globalization and internationalization.
Our case study is built on the company MOL, specifically on some of the activities it develops in the
field of human resource management: training programmes, personnel motivation, career
development. We highlight some of the critical aspects of human resources management at MOL,
and see what lessons are being learned and what conclusions we can draw.
Keywords: Human resources management and development, internationalization, globalization,
business company, new employee
*
Corresponding author: [email protected]
Ser bi an
J our nal
of
Management
Serbian Journal of Management 7 (1) (2012) 115 - 129
www.sjm06.com
DOI: 10.5937/sjm1201115M
Zadražilová, 2004)
Everywhere we can see the
interconnection of national economies and
the internationalization of economic
processes. In a turbulent changing business
environment only those companies that
understand the current trends in the global
economy are able to survive, develop and
prosper. Therefore, the issue of international-
ization for most companies acquires more
and more importance and the process of
internationalization offers the possibilities
for survival in this increasingly competitive
environment. (Mura & Gašparíková, 2010;
Ebiringa, 2011)
Internationalization helps in creating a
new social and cultural model of fast
changing Europe enabling everybody to live
in culturally diversified societies. It has also
become an integral part of educational and
scientific activities which promote acquiring
new knowledge, study and special
experience and, in many cases it helps
improve mastering foreign languages(Malá,
2009)
Globalization to me is about a
transformation of our basic institutions. It is
not just dominated by economic forces, it is
much more closely connected with
communication. It affects the state, it affects
nations, it affects our personal lives.
Moreover, globalization is not just about 'out
there' phenomena, it is not just about the big
systems, it is not just about the global market
place, it is not just about processes affecting
states. It is an “in here” phenomenon too.
Our lives, our personalities, our identities,
our emotions, our relationships with other
people - these are being reshaped by
globalizing processes, because globalization
invades local culture.(Runaway World,
2011)
Globalization is a process of increasing
interconnectedness of individuals, groups,
companies and countries. The technological,
economic and political changes which have
brought people closer together have also
generated serious concerns over the terms of
that integration. These concerns have been
generated by the realization that while
globalization has led to benefits for some, it
has not led to benefits for all. The benefits
appear to have gone to those who already
have the most, while many of the poorest
have failed to benefit fully and some have
even been made poorer. (Blake, 1999)
2. MATERIAL AND METHODS
The purpose of this study is to analyze the
theoretical and practical issues and
performance of human resource management
in chosen company. Our case study is built
on the company MOL, specifically on some
of the activities it develops in the field of
human resource management: to describe the
role of human resource management,
training programmes, personnel motivation,
career development. Accent is placed on
selected factors, some of the critical aspects
of human resources management at MOL,
and see what lessons are being learned and
what conclusions we can draw.
The main used method of primary survey
was the questionnaire method and technique
of driven interview with contacted human
resource managers. Processing of
questionnaire took place in one stage. There
was a processing of the data obtained after
treatment of data base was conducted by an
MS Office program Excel. Secondary
sources were the scientific papers of
conferences, monograph and professional
portals on the Internet. We were used the
logic – cognition methods as an analysis,
synthesis, induction, deduction, too.
116 L.Mura / SJM 7 (1) (2012) 115 - 129
This paper was supported by internal
Grant „Internationalization of small and
medium enterprises in chosen region“ of
Dubnica Institute of Technology in Dubnica
nad Váhom.
3. RESULT AND DISCUSSION
3.1. MOL – an internationally
operating company
MOL Hungarian Oil and Gas Company is
a leading integrated oil and gas group in
Central and Eastern Europe and the largest
company in Hungary by sales revenues. The
core activities of the group include (MOL,
2011):
- exploration and production of crude oil,
natural gas and gas products
- refining, transportation, storage and
distribution of crude oil products in both
retail and wholesale markets
- importation, transportation, storage and
wholesale trading of natural gas and other
gas products.
MOL is the market leader in each of its
core activities in Hungary. Its main objective
is to provide superior levels of shareholder
return by fully exploiting its market
potential, by implementing a dynamic
development and expansion strategy and by
realizing where possible the potential for
further internal efficiency improvements.
MOL´s shares are listed on the Budapest and
Luxembourg Stock Exchanges and traded on
London`s SEAQ International system.
MOL`s devoted and highly professional
team contributes to achieving this
challenging task. Accordingly, it demands
devotion and marketable knowledge from all
of its employees. MOL expects its staff to do
its job to the best of its ability, which MOL
rewards with generous remuneration
packages. Their expectations are in keeping
with their vision which includes excellence,
focus and dynamism:
Excellence
Its staff members are outstanding
professionals who make every effort to
continually update and broaden their
knowledge. Their performance is
characterised by consistently high standards.
Focus
With their work company employees seek
to contribute to achieving the overall
strategic and business objectives of the
company.
Dynamism
Staff members are open to innovation and
take a flexible attitude to change. MOL
works effectively in a multicultural
environment and takesthe advantage of the
potential multiculturalism has to offer. They
do their job independently and responsibly,
but being excellent team players, they are
also willing to co-operate with others.
3.2. Human resource management
inselected company
As a global player MOL hasa long list of
advantages to offer their employees. What
MOL can offer employees:
? challenging work
? modern working conditions
? comprehensive professional career
opportunities
? competitive salary
? international working environment
? project jobs.
MOL believes„there is an opportunity in
every challenge - it is this challenge which
MOL has to offer.” To make the integration
of the new employee easier there must be
117 L.Mura / SJM 7 (1) (2012) 115 - 129
fulfilled three conditions (see Figure 1):
- A clear definition of labour condition,
- Helping the new employees to adapt
themselves to the work tasks,
- Make him/her trust the company.
The company has established a
professional integration programme which
has as its main purpose to support the new
employees in adapting to the new working
(labour) conditions. They are given
information in order to eliminate tension and
distrust.
Professional integration realizes tight
cooperation between managers, the human
resource department and the supervisors as
can be seen in Figure 2.
The integration process of the new
employee is complex and needs time,
integration depending on several factors
which refer to motivation, personal and
group behavior, relationships, social and
family situations, and organizational culture.
118 L.Mura / SJM 7 (1) (2012) 115 - 129
permanent from time to time
Being accepted in the company
On-the-job
Integration in team work Training
Off-job
Figure 1. Professional integration of the employees
Line Manager
Precise and detailed
presentation of the tasks of
every employee.
Direct and periodical dialogue
with the new employees.
Integration evaluation
Human Resource
Department
Explaining the structure of
the organization.
Presenting the code of
ethical behavior of the
company.
Control of the integration
activity.
Supervisor
Concrete information of the
responsibilities at the work place.
Training the team to accept the new
employee.
Explaining the traditions.
Figure 2. Human resource integration process
3.3. Training strategy and programmes
The company must also help the new
employee to identify himself with the
company. MOL understands what is its role
concerning the development of its employees
and the result is a set of complex training
programmes.Training programmes must be
part of corporate education (Šúbertová,
2007).
Training programmes include the
following type of activities:
Sales conferences. Participants at this
kind of programme are: senior management,
line management, managers from every gas
station. In this training programme every
department manager can present to the other
managers the objectives for the following
period, the results achieved until that
moment, the actions that will take place, and
the resource that will be needed. Managers
from the gas stations have the opportunity to
communicate to senior management their
problems and to find ways to solve them.
Team building. In this training programme
the participants are the employee from the
gas stations and it is an opportunity for them
to build strong teams based on trust. Key
words that can define the final results of the
team building programme are:
? Knowledge
? Flexibility
? Creativity
? Responsibility
? Enthusiasm
? Professionalism
? Results
The results of this programme are: a real
team at every gas station, better division of
the tasks for the members of team, efficient
working environment.
Sales team management. Its purpose is to
introduce the necessary practices in the sales
department and the development of abilities
necessary to the sales managers.
Sales oriented training. This is an annual
training programme in active sales realized
in collaboration with two specialized
companies. The results of the programme are
in a new programme called “Train the
Trainer “. During this programme 2-3
employees from each gas station are trained.
These employees will share their knowledge
with the others. This type of programme is
very popular in the United States and other
developed countries. The programme
develops basic abilities which are necessary
in the training process.
The basic principles of the active sales at
MOL are the quality of the products and the
satisfaction of the customer. The two
principles are correlated and have an
influence on each other.
This type of training programme
transforms the managers of every gas station
into commercial trainers whose role is:
- To be a sponsor because he supports and
motivates his colleagues in order to achieve
similar performance.
119 L.Mura / SJM 7 (1) (2012) 115 - 129
Table 1. Passive and active sale
PASSIVE SALE ACTIVE SALE
The client enters the
gas station. He leaves
without being
influenced to come
back.
The client is
welcomed by the staff
of the gas station in a
friendly way.
The client finds out
what the advantages of
the frequent use of
high quality gas are.
He receives advice in
order to buy other
products that his car
needs.
He receives
recommendations
- To be a trainer because he teaches his
colleagues, he offers them supplementary
explanations when needed.
- To be a training partner because he
makes demonstrations, coordinates practical
exercises.
- To give feed-back and evaluate the
results of the trained colleagues.
- To solve problems, give advice,
support the finding of solutions. (see Figure
3)
The role of the trainer after the training
program is to communicate and to transmit
the achieved knowledge and at the end to
give feed-back in order to obtain better
performance of the personnel working in gas
stations.(Nagyováet al., 2005)
The purpose of the feed-back:
- Objective appreciations of the
colleagues ‘ performance and their solutions,
- Make the colleagues have self
confidence and maintain a decent level of
professional self appreciation,
- Finding the fields which need change
and development,
- Make the colleagues act as a team:
use their ideas and proposals for better
performance.
A proper feed-back is individual,
concrete, prompt, focuses on the solution not
on the problem. The advantage of a proper
feed-back has an impact on the atmosphere
among the employees and the way that the
mistakes will be perceived. So the mistakes
will not be seen as a failure, but as a
possibility to develop. Using a feed-back you
can determine what is good, what must be
changed and what are the steps that must be
made to make the change as it is in the
example from the Figure 4.
120 L.Mura / SJM 7 (1) (2012) 115 - 129
Satisfied
clients
Increase in sales
Better image
Prestige
Purpose of
training
To continue in the development
of knowledge and abilities of
colleagues
Unification of the training degree of the
team
Receiving tasks of the members of the
team
The appreciation of the knowledge and
abilities of the team
Figure 3. Purpose and results of the training programs
Situation
The operator does
not recommend the
client when filling
gas to wash the
windscreen
Feed-back
What is
good
What
needs
to be
changed
Next step
You are very polite with
the customers
…. When filling gas you
must recommend the
washing of the windscreen
…. Before finishing the
gas fill ask every client:
would you like me to wash
the windscreen?
Figure 4. Feed-back
This way there will be solved a problem
in an efficient way than it was solved in a
traditional way by criticism before the
training programme (see Table 2).
The way in which the trainer transmits the
information depends on the employee’s
development level (see Table 3).
The one who will transmit knowledge
gained during training programmes to his
colleagues can face some problems which
are dependent or independent on him. Aware
of the obstacles which stand between
transmitting knowledge to colleagues, the
company which had implemented the
training programme identified these
obstacles and looked for solutions.
3.4. Some critical aspects
In the Table 4, there are some obstacles
which trainers have to face while
transmitting the information to colleagues.
Among the 100 participants in the training
program only 25 reported that they had
confronted these obstacles, methods
presented above were used by them to
manage to over come these obstacles.
Although they were presented with some
solutions for solving the problems none of
the trainer had faced such an obstacle which
means that a first step was made: the
employees working at the gas station wanted
to learn to develop their abilities and so to
contribute to obtaining higher performance.
Among the 100 participants 43 had faced
this obstacle but each of them found
solutions for solving them.
At the end of the training programme each
participant is tested to see the level of the
knowledge gained in order to train the other
colleagues. This programme also aims at
improving the methods of learning. If the
results are not satisfactory the training
programme can be extended in order to
clarify the weakness of some of the
participants.
Training programmes are a way in which
MOL tries to achieve its objectives:
increasing sales, client’s loyalty, network
extension. The subjects of this programme
121 L.Mura / SJM 7 (1) (2012) 115 - 129
Table 2. Advantages of solving problems
using the feed-back
CRITICAL FEED-BACK
It is personal Describes the
behavior
Generalizes Based on a
concrete fact
Focuses on the
problem
Focuses on the
solutions
Blames Instigates to
changes
Based on opinions Based on facts
Qualifies It is objective
Development level Way to transmit
knowledge
Apprentice Guidance
Detailed instructions in
writing
Detailed precise
explanations
Direct and systematic
supervision, feed-back
Demonstrations of the
existing solutions and
their assimilation
“you do so”
Help Develop
Exercise
Systematic feed-back,
corrections
Propose solutions for
solving
“how you could do it
better “
Specialist Support
Solving problems
Common thinking
“what we should do”
Master Coaching
Coaching for trainer
role
“how you could
explain to others“
Table 3. Levels of development
are the employees whose purposes must
meet the ones of the organization and this is
possible only by motivating them.
Employee’s motivation has an influence on
the quality and the quantity of their work.
4. MOTIVATION AND CARRER
DEVELOPMENT
In our days motivating people can offer a
real competitive advantage. So each
company tries to do the best in this field and
to offer a real package of opportunities
(Nagyová et al., 2005).
Establishing the methods of the staff
motivations is a process which has the
following steps:
- Necessity of employees´ motivation
- Understanding the nature of
motivation
- Clarify team motivation
- Factors which determine
performance.
Payment is important but it is not
independent from the non-financial
motivation which makes the company more
attractive on the market and more stable in
what concerns the employees.
MOL made the two aspects of motivation
to coexist and to develop. The financial
package contains: the basic salary, annual
bonus if the objectives were achieved
properly, project bonuses, car, mobile phone,
paid trips, Christmas bonuses.
Non-financial motivational elements:
- Organizational structure which
permits a precise definition of the
responsibilities
- Investment in professional training
and managerial development
- Develop the coaching process
- Implementing the individual plan of
development.
A nice working environment, flexibility,
an atmosphere of trust are some of the
necessary ingredients next to the payment
package that are a key to the success of a
122 L.Mura / SJM 7 (1) (2012) 115 - 129
Obstacle Solution
1. The fear of a colleague’s reaction at his role
and his person.
Open communication for collaboration
Demonstration of the purpose and the advantages
of training program
Exact definition of trainer’s role
Request ideas and proposals from colleagues
Training colleagues with high qualification and
strong motivation during the training programme
2. Tiredness Ask for manager support
Equitable distribution of tasks
3. Refuse in accepting the training Clarify the problems
Ask for proposals
Explain the purpose of the training
Exact definition of the trainer’s role
Underline the advantages of the trainer
4. Low transfer of learning Detailed explications
Frequent demonstrations
Systematic evaluation
Simple step in the training process
Table 4. Some obstacles and solution
company which must be competitive and
efficient.
4.1. Career Development
MOL is one of the companies which
offers their employees professional success.
One can find here employees with great
experience but also young people who want
to be noticed.
The following aspects make MOLan
attractive company:
- A favorable environment which
makes the employees be loyal to the
company
- A system that permits a correct
evaluation of the employees
- The possibility to move from one
department to another, from one region to
another
- An effective communication system
- An informational system of the
employees about new projects of the
company and the efforts needed to carry out
these projects
- A career policy.
What must an employee do to be
promoted:
- To finish the work in time
- To finish the work properly
- To present a favorable image to
clients and partners
- To defend the company when needed
?- To use a certain language and to be
persuasive
- To admit his mistakes, and to correct
his actions
- To appreciate and admit his co-
workers achievements.
An employee must be:
- Well informed and eager to be
informed in his domain and outside of it
- Always present at social activities
- Polite and kind with colleagues and
clients
MOL is a multinational company, one of
the most important in Central Europe. That is
why its employees have lots of opportunities.
Strong points of the company:
- They have gas stations all over the
country and they are still developing,
offering many job opportunities and
possibilities to be promoted
- Competitive work environment
- Flexible, dynamic company which
shows great attention to changes tries to
adapt and to satisfy their clients´, suppliers´
and employees´ needs.
A difficult problem for the company is the
employee’s migration. That is why the
company offers the following opportunities
for its employees:
- professional training for all the
employees, the company makes serious
investments in training programmes
- developing motivational programmes
to gain the loyalty of the staff
- encouraging internal promotion.
MOL’s competitors have a rapid rate of
developing, so the company must face them
in order to have and keep its best employees.
The purpose of MOL company is to
become an important player on the market
and that is why it needs qualified, motivated
and loyal employees. This will happen only
if the company will be interested in finding
out what its employees want, what they
expect to be offered and if the company will
specify clearly what it wants from its
employees: “MOL is a company to work for
and to work with”.
5. LESSONS LEARNED
Smartee with the support from IRSOP
Market Research have made a study at the
123 L.Mura / SJM 7 (1) (2012) 115 - 129
end of 2008 in order to observe the actual
stage of the human resource management in
companies which interact in the market. (see
on Figure 5 and Figure 6)
From this study we can draw the
following conclusions:
- 69% of human resources managers
consider that the human resources
development is very important
- training and employees´
development is a priority in multinational
companies
- small firms are interested in training
employees but because of the lack of
material resources they prefer on-the-job
training
- the planification of human resources
development is on short term, not long term
as it should be
- big scale companies are more
interested in buying computer programmes
in order to make the activities of the human
resources department more efficient.
The SME companies which interact in the
Hungarian market must rely more on-the-job
training. On-the-job training is usually
defined as informal learning and hides the
learning process as “learning by doing”,
traditional methods of learning in class must
be replaced by other concepts although some
people are convinced that the traditional
methods are still useful. Learning content
must be based on concrete needs of learning
from the organization.
On-the-job training is becoming more and
more useful as we can conclude from Figure
7. Human resources departments are present
in more companies than in the past.
Some organizations need to change their
attitudes and their work practices. The role of
senior and line managers gains importance,
they become moderators. We need
democratic management not autocratic. The
real environment asks that the managers are
trainers and teachers.
Another problem is the selection of
training firms because the organization
doesnot show a lot of interest in this area.
Human contact and recommendations are
often used as a source of information
because there aren’t any systems of
evaluation of training programs. The figure
124 L.Mura / SJM 7 (1) (2012) 115 - 129
Figure 5. The importance of training in organizations
number shows that when selecting a course
one must follow three steps:
- consulting the personal contacts and
obtaining recommendations together with
studying the received offers
- consulting the internet for more
information
?- accepting a meeting with the training
programme’s supplier in order to receive the
needed information.
The main criteria for organizations in
choosing training programmes isthe price
(see Figure 8), because the budget for
training activities is limited. The quality of
training courses comes on the second place
in the criteria hierarchy in selecting the
training firms (see Figure 9), followed by the
personnel needs and underlying the care for
125 L.Mura / SJM 7 (1) (2012) 115 - 129
Figure 6. The importance of training in organizations according to SME segmentation
Figure 7. The importance of training in organizations according to SME segmentation
human resources development.
Most of the companies prefer to work
with the suppliers of training programmes
because it is very difficult and expensive to
contact foreign firms. There are many
training firms in Hungarybut only 40% of the
beneficiary company appreciates quality of
their programmes as satisfactory and 20% as
good. This happens because most of the
firms donot offer service post selling (final
participants evaluations, training programme
monitoring) and service before selling
(training need evaluation, realized
demonstrative courses).30% of the
beneficiary company evaluates the quality of
their programmes as slight and 10% as
variable (see Figure 10).
One weakness of Hungarian organizations
is that they do not evaluate the results
continuously. To realize a real evaluation
126 L.Mura / SJM 7 (1) (2012) 115 - 129
Figure 8. Sources of information for training programmes
Figure 9. Criteria in selecting the training firms
firms must establish measurable, clear
criteria of evaluation. Organizations must
focus on the quality of the criteria also, and
be informed on participants´ opinions, their
problems, their abilities and competences.
Government has an important
contribution in the process of human
resources development. Government policy
must encourage young people and their
families to support the educational and
professional development. Supported by the
European Union, Hungary will succeed in
implementing the necessary programmes in
order to achieve the international standards
of evaluation and the human resources
competences certification. The most
significant objectives of these programmes
are:
- Development of new methods of
teaching and learning
- Training of teachers and trainers for
developing innovative methods, using
information technology and communications
as ways of learning
- New system and practice for
stimulating the employers´ interest in human
rights development
- Development of institutional system
in consulting and professional orientation
- New form of professional
development organizations
- Train the specialists and the experts
for evaluating the training programmes
- Encourage investments in people
- Make some studies on the needs of
the human resources market
- Stimulating cooperation between
organizations in hiring newly graduated
unemployed
- Adaptation of training offers to the
needs of the labour market.
6. CONCLUSION
Human resources development must be a
dynamic, flexible process ready to introduce
new learning and training methods and
techniques.
The whole organization and its structures
must be part of this process and the ideal way
is to create an environment where people feel
comfortable, useful, and ready to fulfill their
tasks successfully. Organizations must “take
a glance” at the way their employees behave
in their families and in their social
127 L.Mura / SJM 7 (1) (2012) 115 - 129
Figure 10. The quality of training firms
interactions in order to help and understand
their needs.
The purpose of MOL company is to
become an important player on the market
and that is why it needs qualified, motivated
and loyal employees. This will happen only
if the company will be interested in finding
out what its employees want, what they
expect to be offered and if the company will
specify clearly what it wants from its
employees.
The globalization makes organizations
need people who can adapt in any
economical, cultural, political, and technical
environment. We must invest in human
resources development in order to face
changes successfully no matter how
provocative they are.
128 L.Mura / SJM 7 (1) (2012) 115 - 129
??????????? ????????? ??????? ????????? ?
???????????????? ?????????
Ladislav Mura
J. Selye University in Komárno, Faculty of Economics, Bratislavská 3322,
945 01 Komárno, Slovakia
?????
? ??????? ?????, ?????? ??????? ?? ??? ??????? ???????? ????????????????? ?
?????????????. ????????????? ?? ?????? ?? ????? ??? ???????, ? ?? ?? ????? ?????????
???????. ?????? ???????????????????? ??????? ?????????? ? ?????? ??????? ?? ???
???????? ??????? ???????. ? ???? ????????? ?????? ? ??????? ???????????? ? ????????
???????????????? ?????????, ????????? ?????? ????????? ?????? ?????? ?????????
?????????. ??? ???? ???????? ?? ?? ????????? ???? ??????????? ????????????????
?????????. ? ??? ???? ????, ??????? ?? ????? ????????? ?????????? ??????? ???????, ? ??
??????? ?? ?????? ????????????? ? ????????????????????. ? ???? ???? ?? ????????????
??????? ??????? ???? ?? ????????? ?? ????????? ???, ??????? ?? ???? ?????????? ???? ???
??????? ?? ???? ????????? ??????? ?????????: ???????? ????????, ?????????? ??????????,
?????? ????????. ?????? ?? ???? ?? ????????? ???????? ?????????? ??????? ??????? ? ???-
?, ? ?????? ???? ?? ??????? ???? ??????? ? ???? ???????? ??????.
?????? ????: ????????? ? ?????? ??????? ???????, ????????????????????, ?????????????,
???????? ?????????, ???? ?????????
References
Beamish, W. P. (2003). International
Management. University of WesternOntario,
Canada, University Publishing. p. 626
Blake, H. D. (1999).The Political
Environment of Multinational Corporations.
Handbook of International Business II.New
York. pp. 3 – 21.
Ebiringa, O.T. (2011) Optimal business
decision system for multinationals: a
multifactor analysis of selected
manufacturing firms, Serbian Journal of
Management, 6(1): 17-26.
Malá, E. (2009). Language and intercul-
turaldimension in the processofinternationali-
sationofhighereducation. Ianua ad
LinguasHominesqueReserata II.Paris. pp. 100
– 123.
Mura, L. – Gašparíková, V. (2010).
Penetration of small and medium sized food
companies on foreign markets.
ActaUniversitatisAgriculturaeetSilviculturae
MendelianaeBrunensis.58 (3): 157 – 164.
MOL. (2011)The web side of MOL
compay.http://www.mol.hu/hu/a_molrol/tarsasagunkr
ol/
Nagyová, ?. et al. (2005).Human resource
management Slovac University of Agriculture
in Nitra, Slovakia, Published by SUA. p.166
Runaway World:The Reith Lectures
r e v i s i t e d . ( 2 0 1 1 ) .http://www.lse.ac.uk/Depts/global/.../1ReithL
ecturesGlobalisation.pdf
Šúbertová, E.(2007) Management,
economics and entrepreneurship in
highereducation in the Slovak
Republic.ScientificPapersof the STU. 3 (1):
13-15.
Zadražilová, D. (2004). International
management. Praha, Czech Republic: Grada
Publishing. p. 180
129 L.Mura / SJM 7 (1) (2012) 115 - 129
doc_592451748.pdf
In our days, society is greatly influenced and altered by the process of internationalization and globalization. Globalization refers to a whole set of changes, not to one single dimensional change. The process of internationalization puts a special and high importance on the work of human resources managers.
1. INTRODUCTION
In our days society is influenced and
altered by the process of globalization. The
economic market place is certainly one of the
driving agencies of intensifying
globalization, but globalization is not
primarily economic in and of itself.
Globalization refers to a set of changes, not a
single dimensional change. Many of these
changes are social, cultural and political,
rather than purely economic, and one of the
main drivers in addition to the global
marketplace is something partly separable
from it, this is the communications
revolution. (Beamish et al., 2003;
PERFORMANCE OF HUMAN RESOURCE MANAGEMENT IN AN
INTERNATIONALLY OPERATING COMPANY
Ladislav Mura
J. Selye University in Komárno, Faculty of Economics, Bratislavská 3322,
945 01 Komárno, Slovakia
(Received 5 June 2011; accepted 12 September 2011)
Abstract
In our days, society is greatly influenced and altered by the process of internationalization and
globalization. Globalization refers to a whole set of changes, not to one single dimensional change.
The process of internationalization puts a special and high importance on the work of human
resources managers. In order to remain successful and competitive in the international business
environment, companies have to pay close attention to cultural factors. These may considerably
differ among workers in multinational companies. We are taking a careful look at human resource
management in this new age, and especially at the impact of globalization and internationalization.
Our case study is built on the company MOL, specifically on some of the activities it develops in the
field of human resource management: training programmes, personnel motivation, career
development. We highlight some of the critical aspects of human resources management at MOL,
and see what lessons are being learned and what conclusions we can draw.
Keywords: Human resources management and development, internationalization, globalization,
business company, new employee
*
Corresponding author: [email protected]
Ser bi an
J our nal
of
Management
Serbian Journal of Management 7 (1) (2012) 115 - 129
www.sjm06.com
DOI: 10.5937/sjm1201115M
Zadražilová, 2004)
Everywhere we can see the
interconnection of national economies and
the internationalization of economic
processes. In a turbulent changing business
environment only those companies that
understand the current trends in the global
economy are able to survive, develop and
prosper. Therefore, the issue of international-
ization for most companies acquires more
and more importance and the process of
internationalization offers the possibilities
for survival in this increasingly competitive
environment. (Mura & Gašparíková, 2010;
Ebiringa, 2011)
Internationalization helps in creating a
new social and cultural model of fast
changing Europe enabling everybody to live
in culturally diversified societies. It has also
become an integral part of educational and
scientific activities which promote acquiring
new knowledge, study and special
experience and, in many cases it helps
improve mastering foreign languages(Malá,
2009)
Globalization to me is about a
transformation of our basic institutions. It is
not just dominated by economic forces, it is
much more closely connected with
communication. It affects the state, it affects
nations, it affects our personal lives.
Moreover, globalization is not just about 'out
there' phenomena, it is not just about the big
systems, it is not just about the global market
place, it is not just about processes affecting
states. It is an “in here” phenomenon too.
Our lives, our personalities, our identities,
our emotions, our relationships with other
people - these are being reshaped by
globalizing processes, because globalization
invades local culture.(Runaway World,
2011)
Globalization is a process of increasing
interconnectedness of individuals, groups,
companies and countries. The technological,
economic and political changes which have
brought people closer together have also
generated serious concerns over the terms of
that integration. These concerns have been
generated by the realization that while
globalization has led to benefits for some, it
has not led to benefits for all. The benefits
appear to have gone to those who already
have the most, while many of the poorest
have failed to benefit fully and some have
even been made poorer. (Blake, 1999)
2. MATERIAL AND METHODS
The purpose of this study is to analyze the
theoretical and practical issues and
performance of human resource management
in chosen company. Our case study is built
on the company MOL, specifically on some
of the activities it develops in the field of
human resource management: to describe the
role of human resource management,
training programmes, personnel motivation,
career development. Accent is placed on
selected factors, some of the critical aspects
of human resources management at MOL,
and see what lessons are being learned and
what conclusions we can draw.
The main used method of primary survey
was the questionnaire method and technique
of driven interview with contacted human
resource managers. Processing of
questionnaire took place in one stage. There
was a processing of the data obtained after
treatment of data base was conducted by an
MS Office program Excel. Secondary
sources were the scientific papers of
conferences, monograph and professional
portals on the Internet. We were used the
logic – cognition methods as an analysis,
synthesis, induction, deduction, too.
116 L.Mura / SJM 7 (1) (2012) 115 - 129
This paper was supported by internal
Grant „Internationalization of small and
medium enterprises in chosen region“ of
Dubnica Institute of Technology in Dubnica
nad Váhom.
3. RESULT AND DISCUSSION
3.1. MOL – an internationally
operating company
MOL Hungarian Oil and Gas Company is
a leading integrated oil and gas group in
Central and Eastern Europe and the largest
company in Hungary by sales revenues. The
core activities of the group include (MOL,
2011):
- exploration and production of crude oil,
natural gas and gas products
- refining, transportation, storage and
distribution of crude oil products in both
retail and wholesale markets
- importation, transportation, storage and
wholesale trading of natural gas and other
gas products.
MOL is the market leader in each of its
core activities in Hungary. Its main objective
is to provide superior levels of shareholder
return by fully exploiting its market
potential, by implementing a dynamic
development and expansion strategy and by
realizing where possible the potential for
further internal efficiency improvements.
MOL´s shares are listed on the Budapest and
Luxembourg Stock Exchanges and traded on
London`s SEAQ International system.
MOL`s devoted and highly professional
team contributes to achieving this
challenging task. Accordingly, it demands
devotion and marketable knowledge from all
of its employees. MOL expects its staff to do
its job to the best of its ability, which MOL
rewards with generous remuneration
packages. Their expectations are in keeping
with their vision which includes excellence,
focus and dynamism:
Excellence
Its staff members are outstanding
professionals who make every effort to
continually update and broaden their
knowledge. Their performance is
characterised by consistently high standards.
Focus
With their work company employees seek
to contribute to achieving the overall
strategic and business objectives of the
company.
Dynamism
Staff members are open to innovation and
take a flexible attitude to change. MOL
works effectively in a multicultural
environment and takesthe advantage of the
potential multiculturalism has to offer. They
do their job independently and responsibly,
but being excellent team players, they are
also willing to co-operate with others.
3.2. Human resource management
inselected company
As a global player MOL hasa long list of
advantages to offer their employees. What
MOL can offer employees:
? challenging work
? modern working conditions
? comprehensive professional career
opportunities
? competitive salary
? international working environment
? project jobs.
MOL believes„there is an opportunity in
every challenge - it is this challenge which
MOL has to offer.” To make the integration
of the new employee easier there must be
117 L.Mura / SJM 7 (1) (2012) 115 - 129
fulfilled three conditions (see Figure 1):
- A clear definition of labour condition,
- Helping the new employees to adapt
themselves to the work tasks,
- Make him/her trust the company.
The company has established a
professional integration programme which
has as its main purpose to support the new
employees in adapting to the new working
(labour) conditions. They are given
information in order to eliminate tension and
distrust.
Professional integration realizes tight
cooperation between managers, the human
resource department and the supervisors as
can be seen in Figure 2.
The integration process of the new
employee is complex and needs time,
integration depending on several factors
which refer to motivation, personal and
group behavior, relationships, social and
family situations, and organizational culture.
118 L.Mura / SJM 7 (1) (2012) 115 - 129
permanent from time to time
Being accepted in the company
On-the-job
Integration in team work Training
Off-job
Figure 1. Professional integration of the employees
Line Manager
Precise and detailed
presentation of the tasks of
every employee.
Direct and periodical dialogue
with the new employees.
Integration evaluation
Human Resource
Department
Explaining the structure of
the organization.
Presenting the code of
ethical behavior of the
company.
Control of the integration
activity.
Supervisor
Concrete information of the
responsibilities at the work place.
Training the team to accept the new
employee.
Explaining the traditions.
Figure 2. Human resource integration process
3.3. Training strategy and programmes
The company must also help the new
employee to identify himself with the
company. MOL understands what is its role
concerning the development of its employees
and the result is a set of complex training
programmes.Training programmes must be
part of corporate education (Šúbertová,
2007).
Training programmes include the
following type of activities:
Sales conferences. Participants at this
kind of programme are: senior management,
line management, managers from every gas
station. In this training programme every
department manager can present to the other
managers the objectives for the following
period, the results achieved until that
moment, the actions that will take place, and
the resource that will be needed. Managers
from the gas stations have the opportunity to
communicate to senior management their
problems and to find ways to solve them.
Team building. In this training programme
the participants are the employee from the
gas stations and it is an opportunity for them
to build strong teams based on trust. Key
words that can define the final results of the
team building programme are:
? Knowledge
? Flexibility
? Creativity
? Responsibility
? Enthusiasm
? Professionalism
? Results
The results of this programme are: a real
team at every gas station, better division of
the tasks for the members of team, efficient
working environment.
Sales team management. Its purpose is to
introduce the necessary practices in the sales
department and the development of abilities
necessary to the sales managers.
Sales oriented training. This is an annual
training programme in active sales realized
in collaboration with two specialized
companies. The results of the programme are
in a new programme called “Train the
Trainer “. During this programme 2-3
employees from each gas station are trained.
These employees will share their knowledge
with the others. This type of programme is
very popular in the United States and other
developed countries. The programme
develops basic abilities which are necessary
in the training process.
The basic principles of the active sales at
MOL are the quality of the products and the
satisfaction of the customer. The two
principles are correlated and have an
influence on each other.
This type of training programme
transforms the managers of every gas station
into commercial trainers whose role is:
- To be a sponsor because he supports and
motivates his colleagues in order to achieve
similar performance.
119 L.Mura / SJM 7 (1) (2012) 115 - 129
Table 1. Passive and active sale
PASSIVE SALE ACTIVE SALE
The client enters the
gas station. He leaves
without being
influenced to come
back.
The client is
welcomed by the staff
of the gas station in a
friendly way.
The client finds out
what the advantages of
the frequent use of
high quality gas are.
He receives advice in
order to buy other
products that his car
needs.
He receives
recommendations
- To be a trainer because he teaches his
colleagues, he offers them supplementary
explanations when needed.
- To be a training partner because he
makes demonstrations, coordinates practical
exercises.
- To give feed-back and evaluate the
results of the trained colleagues.
- To solve problems, give advice,
support the finding of solutions. (see Figure
3)
The role of the trainer after the training
program is to communicate and to transmit
the achieved knowledge and at the end to
give feed-back in order to obtain better
performance of the personnel working in gas
stations.(Nagyováet al., 2005)
The purpose of the feed-back:
- Objective appreciations of the
colleagues ‘ performance and their solutions,
- Make the colleagues have self
confidence and maintain a decent level of
professional self appreciation,
- Finding the fields which need change
and development,
- Make the colleagues act as a team:
use their ideas and proposals for better
performance.
A proper feed-back is individual,
concrete, prompt, focuses on the solution not
on the problem. The advantage of a proper
feed-back has an impact on the atmosphere
among the employees and the way that the
mistakes will be perceived. So the mistakes
will not be seen as a failure, but as a
possibility to develop. Using a feed-back you
can determine what is good, what must be
changed and what are the steps that must be
made to make the change as it is in the
example from the Figure 4.
120 L.Mura / SJM 7 (1) (2012) 115 - 129
Satisfied
clients
Increase in sales
Better image
Prestige
Purpose of
training
To continue in the development
of knowledge and abilities of
colleagues
Unification of the training degree of the
team
Receiving tasks of the members of the
team
The appreciation of the knowledge and
abilities of the team
Figure 3. Purpose and results of the training programs
Situation
The operator does
not recommend the
client when filling
gas to wash the
windscreen
Feed-back
What is
good
What
needs
to be
changed
Next step
You are very polite with
the customers
…. When filling gas you
must recommend the
washing of the windscreen
…. Before finishing the
gas fill ask every client:
would you like me to wash
the windscreen?
Figure 4. Feed-back
This way there will be solved a problem
in an efficient way than it was solved in a
traditional way by criticism before the
training programme (see Table 2).
The way in which the trainer transmits the
information depends on the employee’s
development level (see Table 3).
The one who will transmit knowledge
gained during training programmes to his
colleagues can face some problems which
are dependent or independent on him. Aware
of the obstacles which stand between
transmitting knowledge to colleagues, the
company which had implemented the
training programme identified these
obstacles and looked for solutions.
3.4. Some critical aspects
In the Table 4, there are some obstacles
which trainers have to face while
transmitting the information to colleagues.
Among the 100 participants in the training
program only 25 reported that they had
confronted these obstacles, methods
presented above were used by them to
manage to over come these obstacles.
Although they were presented with some
solutions for solving the problems none of
the trainer had faced such an obstacle which
means that a first step was made: the
employees working at the gas station wanted
to learn to develop their abilities and so to
contribute to obtaining higher performance.
Among the 100 participants 43 had faced
this obstacle but each of them found
solutions for solving them.
At the end of the training programme each
participant is tested to see the level of the
knowledge gained in order to train the other
colleagues. This programme also aims at
improving the methods of learning. If the
results are not satisfactory the training
programme can be extended in order to
clarify the weakness of some of the
participants.
Training programmes are a way in which
MOL tries to achieve its objectives:
increasing sales, client’s loyalty, network
extension. The subjects of this programme
121 L.Mura / SJM 7 (1) (2012) 115 - 129
Table 2. Advantages of solving problems
using the feed-back
CRITICAL FEED-BACK
It is personal Describes the
behavior
Generalizes Based on a
concrete fact
Focuses on the
problem
Focuses on the
solutions
Blames Instigates to
changes
Based on opinions Based on facts
Qualifies It is objective
Development level Way to transmit
knowledge
Apprentice Guidance
Detailed instructions in
writing
Detailed precise
explanations
Direct and systematic
supervision, feed-back
Demonstrations of the
existing solutions and
their assimilation
“you do so”
Help Develop
Exercise
Systematic feed-back,
corrections
Propose solutions for
solving
“how you could do it
better “
Specialist Support
Solving problems
Common thinking
“what we should do”
Master Coaching
Coaching for trainer
role
“how you could
explain to others“
Table 3. Levels of development
are the employees whose purposes must
meet the ones of the organization and this is
possible only by motivating them.
Employee’s motivation has an influence on
the quality and the quantity of their work.
4. MOTIVATION AND CARRER
DEVELOPMENT
In our days motivating people can offer a
real competitive advantage. So each
company tries to do the best in this field and
to offer a real package of opportunities
(Nagyová et al., 2005).
Establishing the methods of the staff
motivations is a process which has the
following steps:
- Necessity of employees´ motivation
- Understanding the nature of
motivation
- Clarify team motivation
- Factors which determine
performance.
Payment is important but it is not
independent from the non-financial
motivation which makes the company more
attractive on the market and more stable in
what concerns the employees.
MOL made the two aspects of motivation
to coexist and to develop. The financial
package contains: the basic salary, annual
bonus if the objectives were achieved
properly, project bonuses, car, mobile phone,
paid trips, Christmas bonuses.
Non-financial motivational elements:
- Organizational structure which
permits a precise definition of the
responsibilities
- Investment in professional training
and managerial development
- Develop the coaching process
- Implementing the individual plan of
development.
A nice working environment, flexibility,
an atmosphere of trust are some of the
necessary ingredients next to the payment
package that are a key to the success of a
122 L.Mura / SJM 7 (1) (2012) 115 - 129
Obstacle Solution
1. The fear of a colleague’s reaction at his role
and his person.
Open communication for collaboration
Demonstration of the purpose and the advantages
of training program
Exact definition of trainer’s role
Request ideas and proposals from colleagues
Training colleagues with high qualification and
strong motivation during the training programme
2. Tiredness Ask for manager support
Equitable distribution of tasks
3. Refuse in accepting the training Clarify the problems
Ask for proposals
Explain the purpose of the training
Exact definition of the trainer’s role
Underline the advantages of the trainer
4. Low transfer of learning Detailed explications
Frequent demonstrations
Systematic evaluation
Simple step in the training process
Table 4. Some obstacles and solution
company which must be competitive and
efficient.
4.1. Career Development
MOL is one of the companies which
offers their employees professional success.
One can find here employees with great
experience but also young people who want
to be noticed.
The following aspects make MOLan
attractive company:
- A favorable environment which
makes the employees be loyal to the
company
- A system that permits a correct
evaluation of the employees
- The possibility to move from one
department to another, from one region to
another
- An effective communication system
- An informational system of the
employees about new projects of the
company and the efforts needed to carry out
these projects
- A career policy.
What must an employee do to be
promoted:
- To finish the work in time
- To finish the work properly
- To present a favorable image to
clients and partners
- To defend the company when needed
?- To use a certain language and to be
persuasive
- To admit his mistakes, and to correct
his actions
- To appreciate and admit his co-
workers achievements.
An employee must be:
- Well informed and eager to be
informed in his domain and outside of it
- Always present at social activities
- Polite and kind with colleagues and
clients
MOL is a multinational company, one of
the most important in Central Europe. That is
why its employees have lots of opportunities.
Strong points of the company:
- They have gas stations all over the
country and they are still developing,
offering many job opportunities and
possibilities to be promoted
- Competitive work environment
- Flexible, dynamic company which
shows great attention to changes tries to
adapt and to satisfy their clients´, suppliers´
and employees´ needs.
A difficult problem for the company is the
employee’s migration. That is why the
company offers the following opportunities
for its employees:
- professional training for all the
employees, the company makes serious
investments in training programmes
- developing motivational programmes
to gain the loyalty of the staff
- encouraging internal promotion.
MOL’s competitors have a rapid rate of
developing, so the company must face them
in order to have and keep its best employees.
The purpose of MOL company is to
become an important player on the market
and that is why it needs qualified, motivated
and loyal employees. This will happen only
if the company will be interested in finding
out what its employees want, what they
expect to be offered and if the company will
specify clearly what it wants from its
employees: “MOL is a company to work for
and to work with”.
5. LESSONS LEARNED
Smartee with the support from IRSOP
Market Research have made a study at the
123 L.Mura / SJM 7 (1) (2012) 115 - 129
end of 2008 in order to observe the actual
stage of the human resource management in
companies which interact in the market. (see
on Figure 5 and Figure 6)
From this study we can draw the
following conclusions:
- 69% of human resources managers
consider that the human resources
development is very important
- training and employees´
development is a priority in multinational
companies
- small firms are interested in training
employees but because of the lack of
material resources they prefer on-the-job
training
- the planification of human resources
development is on short term, not long term
as it should be
- big scale companies are more
interested in buying computer programmes
in order to make the activities of the human
resources department more efficient.
The SME companies which interact in the
Hungarian market must rely more on-the-job
training. On-the-job training is usually
defined as informal learning and hides the
learning process as “learning by doing”,
traditional methods of learning in class must
be replaced by other concepts although some
people are convinced that the traditional
methods are still useful. Learning content
must be based on concrete needs of learning
from the organization.
On-the-job training is becoming more and
more useful as we can conclude from Figure
7. Human resources departments are present
in more companies than in the past.
Some organizations need to change their
attitudes and their work practices. The role of
senior and line managers gains importance,
they become moderators. We need
democratic management not autocratic. The
real environment asks that the managers are
trainers and teachers.
Another problem is the selection of
training firms because the organization
doesnot show a lot of interest in this area.
Human contact and recommendations are
often used as a source of information
because there aren’t any systems of
evaluation of training programs. The figure
124 L.Mura / SJM 7 (1) (2012) 115 - 129
Figure 5. The importance of training in organizations
number shows that when selecting a course
one must follow three steps:
- consulting the personal contacts and
obtaining recommendations together with
studying the received offers
- consulting the internet for more
information
?- accepting a meeting with the training
programme’s supplier in order to receive the
needed information.
The main criteria for organizations in
choosing training programmes isthe price
(see Figure 8), because the budget for
training activities is limited. The quality of
training courses comes on the second place
in the criteria hierarchy in selecting the
training firms (see Figure 9), followed by the
personnel needs and underlying the care for
125 L.Mura / SJM 7 (1) (2012) 115 - 129
Figure 6. The importance of training in organizations according to SME segmentation
Figure 7. The importance of training in organizations according to SME segmentation
human resources development.
Most of the companies prefer to work
with the suppliers of training programmes
because it is very difficult and expensive to
contact foreign firms. There are many
training firms in Hungarybut only 40% of the
beneficiary company appreciates quality of
their programmes as satisfactory and 20% as
good. This happens because most of the
firms donot offer service post selling (final
participants evaluations, training programme
monitoring) and service before selling
(training need evaluation, realized
demonstrative courses).30% of the
beneficiary company evaluates the quality of
their programmes as slight and 10% as
variable (see Figure 10).
One weakness of Hungarian organizations
is that they do not evaluate the results
continuously. To realize a real evaluation
126 L.Mura / SJM 7 (1) (2012) 115 - 129
Figure 8. Sources of information for training programmes
Figure 9. Criteria in selecting the training firms
firms must establish measurable, clear
criteria of evaluation. Organizations must
focus on the quality of the criteria also, and
be informed on participants´ opinions, their
problems, their abilities and competences.
Government has an important
contribution in the process of human
resources development. Government policy
must encourage young people and their
families to support the educational and
professional development. Supported by the
European Union, Hungary will succeed in
implementing the necessary programmes in
order to achieve the international standards
of evaluation and the human resources
competences certification. The most
significant objectives of these programmes
are:
- Development of new methods of
teaching and learning
- Training of teachers and trainers for
developing innovative methods, using
information technology and communications
as ways of learning
- New system and practice for
stimulating the employers´ interest in human
rights development
- Development of institutional system
in consulting and professional orientation
- New form of professional
development organizations
- Train the specialists and the experts
for evaluating the training programmes
- Encourage investments in people
- Make some studies on the needs of
the human resources market
- Stimulating cooperation between
organizations in hiring newly graduated
unemployed
- Adaptation of training offers to the
needs of the labour market.
6. CONCLUSION
Human resources development must be a
dynamic, flexible process ready to introduce
new learning and training methods and
techniques.
The whole organization and its structures
must be part of this process and the ideal way
is to create an environment where people feel
comfortable, useful, and ready to fulfill their
tasks successfully. Organizations must “take
a glance” at the way their employees behave
in their families and in their social
127 L.Mura / SJM 7 (1) (2012) 115 - 129
Figure 10. The quality of training firms
interactions in order to help and understand
their needs.
The purpose of MOL company is to
become an important player on the market
and that is why it needs qualified, motivated
and loyal employees. This will happen only
if the company will be interested in finding
out what its employees want, what they
expect to be offered and if the company will
specify clearly what it wants from its
employees.
The globalization makes organizations
need people who can adapt in any
economical, cultural, political, and technical
environment. We must invest in human
resources development in order to face
changes successfully no matter how
provocative they are.
128 L.Mura / SJM 7 (1) (2012) 115 - 129
??????????? ????????? ??????? ????????? ?
???????????????? ?????????
Ladislav Mura
J. Selye University in Komárno, Faculty of Economics, Bratislavská 3322,
945 01 Komárno, Slovakia
?????
? ??????? ?????, ?????? ??????? ?? ??? ??????? ???????? ????????????????? ?
?????????????. ????????????? ?? ?????? ?? ????? ??? ???????, ? ?? ?? ????? ?????????
???????. ?????? ???????????????????? ??????? ?????????? ? ?????? ??????? ?? ???
???????? ??????? ???????. ? ???? ????????? ?????? ? ??????? ???????????? ? ????????
???????????????? ?????????, ????????? ?????? ????????? ?????? ?????? ?????????
?????????. ??? ???? ???????? ?? ?? ????????? ???? ??????????? ????????????????
?????????. ? ??? ???? ????, ??????? ?? ????? ????????? ?????????? ??????? ???????, ? ??
??????? ?? ?????? ????????????? ? ????????????????????. ? ???? ???? ?? ????????????
??????? ??????? ???? ?? ????????? ?? ????????? ???, ??????? ?? ???? ?????????? ???? ???
??????? ?? ???? ????????? ??????? ?????????: ???????? ????????, ?????????? ??????????,
?????? ????????. ?????? ?? ???? ?? ????????? ???????? ?????????? ??????? ??????? ? ???-
?, ? ?????? ???? ?? ??????? ???? ??????? ? ???? ???????? ??????.
?????? ????: ????????? ? ?????? ??????? ???????, ????????????????????, ?????????????,
???????? ?????????, ???? ?????????
References
Beamish, W. P. (2003). International
Management. University of WesternOntario,
Canada, University Publishing. p. 626
Blake, H. D. (1999).The Political
Environment of Multinational Corporations.
Handbook of International Business II.New
York. pp. 3 – 21.
Ebiringa, O.T. (2011) Optimal business
decision system for multinationals: a
multifactor analysis of selected
manufacturing firms, Serbian Journal of
Management, 6(1): 17-26.
Malá, E. (2009). Language and intercul-
turaldimension in the processofinternationali-
sationofhighereducation. Ianua ad
LinguasHominesqueReserata II.Paris. pp. 100
– 123.
Mura, L. – Gašparíková, V. (2010).
Penetration of small and medium sized food
companies on foreign markets.
ActaUniversitatisAgriculturaeetSilviculturae
MendelianaeBrunensis.58 (3): 157 – 164.
MOL. (2011)The web side of MOL
compay.http://www.mol.hu/hu/a_molrol/tarsasagunkr
ol/
Nagyová, ?. et al. (2005).Human resource
management Slovac University of Agriculture
in Nitra, Slovakia, Published by SUA. p.166
Runaway World:The Reith Lectures
r e v i s i t e d . ( 2 0 1 1 ) .http://www.lse.ac.uk/Depts/global/.../1ReithL
ecturesGlobalisation.pdf
Šúbertová, E.(2007) Management,
economics and entrepreneurship in
highereducation in the Slovak
Republic.ScientificPapersof the STU. 3 (1):
13-15.
Zadražilová, D. (2004). International
management. Praha, Czech Republic: Grada
Publishing. p. 180
129 L.Mura / SJM 7 (1) (2012) 115 - 129
doc_592451748.pdf