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Veränderte Rollen im HRM – neue Kompetenzanforderungen? Entwicklung eines HRM-Kompetenzmodells

Entwicklung eines empirisch validierten HRM-Kompetenzmodells in Österreich, Tschechien, der Slowakei und Ungarn
  • Barbara Covarrubias VenegasEmail author
  • Katharina Thill
  • Julia Domnanovich
Chapter
Part of the Forschung und Praxis an der FHWien der WKW book series (FPGHW)

Zusammenfassung

Die Aufgaben des und Erwartungen an das Personalmanagement haben sich in den vergangenen Jahrzehnten stark verändert und zusätzlich auch erweitert. Während zunächst die Administration im Vordergrund der Personalarbeit stand, rückten ab den 1970er-Jahren die MitarbeiterInnen als Unternehmensressource in den Fokus – und die Personalentwicklung gewann an Bedeutung. In den vergangenen drei Jahrzehnten wurde ebenso der Ruf nach einer strategischen Ausrichtung der Personalarbeit laut. Diese Veränderungen in den Rollen des HRM ziehen die Frage nach veränderten Kompetenzanforderungen nach sich. Der vorliegende Buchbeitrag diskutiert die Entwicklung eines HRM-Kompetenzmodells. Methodisches Vorgehen: 1) Literaturstudie 2) Qualitative Vorstudie in den Ländern Österreich, Tschechien, Slowakei und Ungarn 3) Quantitative Hauptstudie zur empirischen Validierung des HRM-Kompetenzmodells in den genannten Zielländern. Obgleich die Selbsteinschätzungen über die Landesgrenzen hinweg sehr ähnlich waren, werden Unterschiede und Handlungsansätze kurz diskutiert.

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Copyright information

© Springer Fachmedien Wiesbaden GmbH 2018

Authors and Affiliations

  • Barbara Covarrubias Venegas
    • 1
    Email author
  • Katharina Thill
    • 1
  • Julia Domnanovich
    • 1
  1. 1.FHWien der WKWWienÖsterreich

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