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dc.contributor.authorReissová, Alice
dc.date.accessioned2016-01-13T10:03:00Z
dc.date.available2016-01-13T10:03:00Z
dc.date.issued2010
dc.identifier.citationE+M. Ekonomie a Management = Economics and Management. 2010, č. 1, s. 91-102.cs
dc.identifier.issn1212-3609 (Print)
dc.identifier.issn2336-5604 (Online)
dc.identifier.urihttp://www.ekonomie-management.cz/download/1331826765_5f88/07_reissova.pdf
dc.identifier.urihttp://hdl.handle.net/11025/17322
dc.format12 s.cs
dc.format.mimetypeapplication/pdf
dc.language.isocscs
dc.publisherTechnická univerzita v Libercics
dc.relation.ispartofseriesE+M. Ekonomie a Management = Economics and Managementcs
dc.rights© Technická univerzita v Libercics
dc.rightsCC BY-NC 4.0cs
dc.subjectosobní ohodnocenícs
dc.subjectefektivita prácecs
dc.subjectosobní controllingcs
dc.subjectzrcadlová ustanovenícs
dc.subjectflexibilní matrixcs
dc.titlePersonální hodnocení jako controllingový nástroj řízení pracovního výkonucs
dc.title.alternativePersonnel evaluation as a controlling tool of management of the work efficiencyen
dc.typečlánekcs
dc.typearticleen
dc.rights.accessopenAccessen
dc.type.versionpublishedVersionen
dc.description.abstract-translatedIn an attempt to achieve the most effective human resources management, but also in relation to saving money, the requirements for the measurement of the effectiveness of the financial means spent on the individual personnel processes are increasing in the firm practice. One of the ways leading to this ‘measurement’ is personnel controlling. In our contribution, we put forward a pro- posal of a concrete methodology, for implementing personnel controlling. Firstly, it is necessary to carefully consider the way of transforming so called ‘soft data’, which are difficult to quantify, into measurable indices. Further, it is necessary to start from the theoretical knowledge available in the field of human resources management. In the case of personnel evaluation, it is necessary to conduct an analysis of all known and used methods. New techniques: The Mirror of Agreement and The Flexibility Matrix – are built upon the basis of such analysis. The submitted methodology was implemented in a concrete company and within three years the individual tools and procedu- res were completed. The implementation of personnel controlling in the firm practice is a process that involves long-term, systematic and intensive teamwork and also strong support from the top management. Personnel controlling can, in this case, become a fully functional management tool within two or three years after its implementation. After that, it becomes a very effective and reliable tool both for the evaluation of the effectiveness of financial means spent and for the consequent management of the work performance and employees’ development. By means of the Flexibility Matrix it is also possible to manage career advances, identify the needs of training and develop- ment, but also, if urgently needed, to suggest possible staff rotation. The Flexibility Matrix can be also used as a significant diagnostic tool in the field of interpersonal relations.en
dc.subject.translatedpersonnel evaluationen
dc.subject.translatedwork efficiencyen
dc.subject.translatedpersonnel controllingen
dc.subject.translatedmirror of agreementen
dc.subject.translatedflexibility matrixen
dc.type.statusPeer-revieweden
Appears in Collections:Číslo 1 (2010)
Číslo 1 (2010)

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