Is there Something as an Ex-Yugoslavian HRM Model? – Sticking to the Socialist Heritage or Converging With Neoliberal Practices

  • Nina Pološki Vokić
  • Andrej Kohont
  • Agneš Slavić
Keywords: human resource management (HRM), ex-Yugoslavia HRM model, CRANET data, Croatia, Serbia, Slovenia

Abstract

The question of this paper is whether there is an ex-Yugoslavia HRM model drawing upon Western imported features fused with ethno open-socialistic and self-management elements? In the empirical part Cranet data for 341 companies from Croatia, Slovenia and Serbia are analysed. Main characteristics of HRM systems in ex-Yugoslavia are: the HRM strategic partner role is still neglected, the mind-set of taking care for everybody is omnipresent, the value of performance management is not fully entrusted, the full-time employment still predominates, and the trade unions retained their barging power. Although 30 indicators revealed specifics of ex-Yugoslavia HRM model, the theorized hybrid HRM system was not disclosed.

Downloads

Download data is not yet available.

Author Biographies

Nina Pološki Vokić

University of Zagreb, Faculty of Economics and Business, Croatia
E-mail: npoloski@efzg.hr

Nina Pološki Vokić is a full professor of management and human resource management at the Faculty of Economics and Business, University of Zagreb, Croatia. From 2011 she teaches as well at Wirtschaftsuniversität – Wien, Austria, first as a CEEPUS lecturer and from 2016 at the International Summer University. She is a coauthor of 3 university textbooks, a coeditor of 3 scientific books, and a (co)author of 16 book chapters and more than 60 scientific papers. Her research interests include international and comparative HRM, HRM metrics and gender equality.

Andrej Kohont

University of Ljubljana, Faculty of Social Sciences, Slovenia
E-mail: andrej.kohont@fdv.uni-lj.si

Andrej Kohont is assistant professor at the Faculty of Social Sciences, University of Ljubljana. He teaches human resources management, organizational behaviour and leadership courses. His research focuses on international and comparative HRM, especially in Central and Eastern Europe, competency management and reforms of higher education.

Agneš Slavić

University of Novi Sad, Faculty of Economics, Subotica, Serbia
E-mail: slavica@ef.uns.ac.rs

Agneš Slavić is an associate professor at Faculty of Economics, University of Novi Sad, Serbia. She teaches Human Resource Management and Organizational Behaviour at bachelor level studies and International Human Resource Management at PhD studies. She is a coauthor of university textbook, coeditor of a research monograph and a coauthor of numerous scientific papers. She is a coordinator for Serbia of Cranet and CEEIRT international research projects. Her research interest is human resource management practice in Central and Eastern Europe, management practice in Serbia, and job satisfaction.

References

Bogićević Milikić, B., Janićijević, N., & Cerović, B. (2012). Two decades of post-socialism in Serbia: Lessons learned and emerging issues in human resource management. Journal of East European Management Studies, 17(4), 445-463.

Bogićević Milikić, B., Janićijević, N. & Petković, M. (2008). HRM in Transition Economies: The Case of Serbia. South East European Journal of Economics and Business, 3(2), 75-88.

Bourke, J., & Crowley, F. (2015). The role of HRM and ICT complementarities in firm innovation: Evidence from transition economies. International Journal of Innovation Management, 19(5), 1-25. https://doi.org/10.1142/S1363919615500541

Brekić, J. (1983). Kadrovska poltika u samoupravnim odnosima. Zagreb: Informator.

Brewster, C., Morley, M., & Bučiūnienė, I. (2010). The reality of human resource management in Central and Eastern Europe. Baltic Journal of Management, 5(2), 145-155. https://doi.org/10.1108/17465261011045098

Brookes, M., Croucher, R., Fenton-O’Creevy, M., & Goodrham, P. (2011). Measuring competing explanations of human resource management practices through the Cranet survey: Cultural versus institutional explanations. Human Resource Management Review, 21(1), 68-79. https://doi.org/10.1016/j.hrmr.2010.09.012

Bryman, A., & Cramer, D. (2011). Quantitative Data Analysis with IBM SPSS 17, 18 & 19: A Guide for Social Scientists. Routledge: New York.

Buck, T., Filatotchev, I., Demina, N., & Wright, M. (2003). Insider ownership, human resource strategies and performance in a transition economy. Journal of International Business Studies, 34(6), 530-549. https://doi.org/10.1057/palgrave.jibs.8400065

Festing, M., & Sahakiants, I. (2011). Determinants of share-based compensation plans in Central and Eastern European public companies: An institutional analysis. Journal for East European Management Studies, 16(4), 338-357.

Fey, C., Engström, P., & Björkman. I. (1999). Doing Business in Russia: Effective Human Resource Management Practices for Foreign Firms in Russia. Organizational Dynamics, 28(2), 69-79. https://doi.org/10.1016/S0090-2616(00)80017-0

Gooderham, P., & Nordhaug, O. (2011). One European model of HRM? Cranet empirical contributions. Human Resource Management Review, 21(1), 27-36. https://doi.org/10.1016/j.hrmr.2010.09.009

Gooderham, P., Morley, M., Brewster, C., & Mayrhofer, W. (2004). Human resource management: a universal concept?. In C. Brewster, W. Mayrhofer, & M. Morley (Eds.), Human Resource Management in Europe: Evidence of Convergence?. Amsterdam: Elsevier, 3-26.

Guest, D. E., & Conway, N. (1999). Peering into the Black Hole: The Downside of the New Employment Relations in the UK. British Journal of Industrial Relations, 37(3), 367-389. https://doi.org/10.1111/1467-8543.00133

Gurkov, I., Zelenova, O., & Saidov, Z. (2012). Mutation of HRM practices in Russia: an application of CRANET methodology. The International Journal of Human Resource Management, 23(7), 1289-1302. https://doi.org/10.1080/09585192.2011.581633

Hofstede, G. (1991). Cultures and Organizations – Software of the Mind. London: McGraw-Hill Book Company.

Karoliny, Z., Farkas, F., & Poór, J. (2009). In focus: Hungarian and Central Eastern European characteristics of human resource management – an international comparative survey. Journal for East European Management Studies, 14(1), 9-47.

Kavran, D. (1976). Kadrovska funkcija u udruženom radu. Beograd: Suvremena administracija.

Kazlauskaite, R., Buciuniene, I., Poór, J., Karoliny, Z., Alas, R., Kohont, A., & Szlávicz, Á. (2013). Human Resource Management in the Central and Eastern European Region. In E. Parry, E. Stavrou, & M. Lazarova (Eds.), Global Trends in Human Resource Management. Houndmills: Palgrave Macmillan, 103-121. https://doi.org/10.1057/9781137304438_6

Kiriazov, D., Sullivan, S. E., & Tu, H. S. (2000). Business Success in Eastern Europe: Understanding and Customizing HRM. Business Horizons, 43(1), 39-43. https://doi.org/10.1016/S0007-6813(00)87386-3

Kohont, A., Černigoj-Sadar, N., Golob, U., Ignjatović, M., Ilič, B., Kanjuo-Mrčela, A., Kramberger, A., Mesner-Andolšek, D., Podnar, K., Stanojević, M., & Zajc, J. (2015a). Upravljanje človeških virov. Ljubljana: Fakulteta za družbene vede.

Kohont, A., & Poór, J. (2011). Human Resource Management in the Central and Eastern European Region. In I. Svetlik, E. Stavrou-Costea, & A. Kanjuo Mrčela (Eds.), Human Resource Management Practices in the Organizations of the Future. Plzen: Aleš Čenêk, 103-135.

Kohont, A., Svetlik, I., & Bogićević Milikić, B. (2015b). Evolution of personnel function in Slovenia and Serbia. Teorija in praksa, 52(5), 925-941.

Leković, B., Slavić, A., & Berber, N. (2015). Praksa upravljanja ljudskim resursima u Srbiji – 2014/2015: Izveštaj Cranet istraživanja, Subotica: Ekonomski fakultet.

Leković, B., & Štangl Šušnjar, G. (2009). Performance-based pay in human resources development. Strategic Management – International Journal of Strategic Management and Decision Support Systems in Strategic Management, 14(3), 1-14.

Letiche,H.(1998).Transition and human resources in Slovakia.Personnel Review,27(3),213-226.https://doi.org/10.1108/00483489810210624

Lynn, M. L., Mulej, M., & Jurše, K. (2002). Democracy without empowerment: the grand vision and demise of Yugoslav self-management.

Management Decision, 40(8), 797-806. https://doi.org/10.1108/00251740210437752

Martin,R.(2006).Segmented employment relations: post-socialist managerial capitalism and employment relations in Central and Eastern Europe. The International Journal of Human Resource Management, 17(8), 1353-1365. https://doi.org/10.1080/09585190600804705

Martin, R., & Cristescu-Martin, A. (2003). Employment relations in Central and Eastern Europe in 2002: towards EU accession. Industrial Relations Journal, 34(5), 498-509. https://doi.org/10.1111/j.1468-2338.2003.00292.x

Marušić, S. (1999). Ljudski potencijali u postizanju konkurentnosti hrvatskoga gospodarstva – kadrovska funkcija: stanje i projekcija. Ekonomski pregled, 50(7-8), 673-698.

Mesner-Andolšek, D., & Štebe, J. (2006). The HRM function and line management in European organisations: How far has devolution gone?. In I. Svetlik, & B. Ilič (Eds.), HRM's contribution to hard work: A comparative analysis of human resource management. Bern: P. Lang, 108-129.

Morley, M., Minbaeva, D., & Michailova, S. (2012). The transition states of Central and Eastern Europe and the Former Soviet Union. In C. Brewster, & W. Mayrhofer (Eds.) Handbook of Research on Comparative Human Resource Management. Cheltenham: Edward Elgar Publishing Limited, 550-575. https://doi.org/10.4337/9780857938718.00031

Možina, S. (1974). Kadrovska politika v pogojih samoupravljanja. Ljubljana: Ekonomska fakulteta.

Ost, D., & Weinstein, M. (1999). Unionists against Unions: Towards Hierarchical Management in Post-Communist Poland. Eastern European Politics and Society, 13(1), 503-530.

Pološki Vokić, N. (2004). Menadžment ljudskih potencijalima u velikim hrvatskim poduzećima. Ekonomski pregled, 55(5-6), 455-478. Pološki Vokić, N. (2014). Competitiveness and sustainability of HRM activities in Croatia – CRANET survey results. In Proceedings of Via Futuri 2014 International Conference on Sustainability, Competitiveness Urban and Regional Development. Pécs: Pécsi Tudományegye- tem Közgazdaságtudományi Kar, 208-221.

Pološki Vokić, N., Klindžić, M., & Hernaus, T. (2015). Changing HRM practices in Croatia – Demystifying the impact of HRM philosophy, global financial crisis and EU membership. A paper presented at the “31st EGOS Colloquium”, Athens, Greece.

Pološki Vokić, N., & Vidović, M. (2007). Komparativno istraživanje razvoja MLJP-a u Hrvatskoj. Zbornik Ekonomskog fakulteta u Zagrebu,

, 403-417.

Slavić, A., & Berber, N. (2015). The role of HRM function in Serbian companies and its contribution to the companies’ performanc- es – based on the results of the CRANET research in 2008 and 2015. A paper presented at the “2nd International Conference on Management, Enterprise and Benchmarking”, Cluj-Napoca, Romania.

Slavić, A., Štangl Šušnjar, G., & Poór, J. (2012). The Role of Human Resource Management in Serbian and Hungarian Companies: Results from the Cranet 2008/9 survey. In Proceedings of the 11th World Congress of the International Federation of Scholarly Associations of Management. Limerick: Kemmy Business School.

Svetlik, I., Barisic, A. F., Kohont, A., Petković, M, Aleksić Mirić, A., Slavić, A., Vaupot, Z, & Poór, J. (2010). Human Resource Management in the Countries of the Former Yugoslavia. Review of International Comparative Management, 11(5), 807-832.

Svetlik, I., Kaarelson, T., Atlas, R., & Kohont, A. (2007). The development of the personnel function in transition countries: Slovenian and Estonian experience. Trames, 11(61/65), 35-53.

Svetlik, I., Pavliha, M., Aljaž, F., Kejžar, I., Sekirica, M., & Sirc, S. (1980). Naloge kadrovske dejavnosti v organizacijah združenega dela: Pregled in analiza z vidika organiziranja in nosilcev kadrovske dejavnosti. Ljubljana: Univerzum.

Szlávicz, Á., Berber, N., Nikolić, M., Susnyár Stangl, G., & Poór, J. (2015). Szerbia. In J. Poór, & F. Farkas (Eds.), Emberi erőforrás menedzsment külföldi tulajdonú cégek helyi leányvállalatainál Közép- és Kelet-Európában. Pécs: Gödöllő-Pécs-Komárom, 112-131.

Tayeb, M. (1995). The competitive advantage of nations: the role of HRM and its socio-cultural context. The International Journal of Human Resource Management, 6(3), 588-605. https://doi.org/10.1080/09585199500000037

Taylor, D., & Walley, E. E. (2002). Hijacking the Holy Grail? Emerging HR practices in Croatia. European Business Review, 14(4), 294-303. https://doi.org/10.1108/09555340210434483

Tung, R. L., & Havlovic, S. J. (1996). Human resource management in transitional economics: the case of Poland and the Czech Republic.

The International Journal of Human Resource Management, 7(1), 1-19. https://doi.org/10.1080/09585199600000115

Weinstein, M., & Obloj, K. (2002). Strategic and environmental determinants of HRM innovations in post-socialist Poland. International Journal of Human Resource Management, 13(4), 642-659. https://doi.org/10.1080/09585190210125831

Zupan, N. (1999). Ravnanje s človeškimi viri v slovenskih podjetjih. Ljubljana: Ekonomska fakulteta.

Zupan,N.,& Kaše,R.(2005).Strategic human resource management in European transition economies: building a conceptual model on the case of Slovenia. International Journal of Human Resource Management, 16(6), 882-906. https://doi.org/10.1080/09585190500120525

Published
2017-07-25
How to Cite
Pološki Vokić N., Kohont A., & Slavić A. (2017). Is there Something as an Ex-Yugoslavian HRM Model? – Sticking to the Socialist Heritage or Converging With Neoliberal Practices. Naše gospodarstvo/Our Economy, 63(4), 40-53. Retrieved from https://journals.um.si/index.php/oe/article/view/2198