Aktivne mere na tržištu rada i evaluacije uticaja

Početkom 60-ih godina prošlog veka, pre svega u skandinavskim zemljama, došlo je do šire primene aktivnih mera koje su imale uticaja na ponudu i tražnju na tržištu rada. One su bile zasnovane na kejnizijanskoj ekonomiji i u najvećem broju slučajeva su sprovođene po ad hoc principu. Već od kraja 70-ih godina počela je šira primena aktivnih mera uz značajno povećanje budžeta koji su dostizali 1-1.5% od BDP. Značajna izdvajanja za aktivne mere su dovela do stvaranja potrebe za procenom uticaja i za cost-benefit analizom. Evaluacije su u većem obimu počele da se sprovode od 80-ih godina. U prethodnih 30 godina su korišćeni brojni metodi evaluacija, od eksperimentalnih i kvazi-eksperimentalnih mikro i makro evaluacija, do merenja performasni i evaluacije procesa. Najpreciznije evaluacije zasnovane su na kompleksnim ekonometrijskim metodima, dok se u poslednjih desetak godina pojavio i značajan broj meta-analiza koje su davale obimne preglede evaluacija programa širom sveta u dugim vremenskim intervalima. Opšti zaključak je da aktivne mere nemaju jako veliki uticaj na povećanje zapošljivosti. Pokazatelji su najbolji za mere savetovanja koje se sprovode u nacionalnim agencijama za zapošljavanje, kao i za programe obuke, posebno za poznatog poslodavca. U poslednje vreme postoje neke indicije da subvencije za zapošljavane daju dobre rezultate, ali nema opšteg konsenzusa po tom pitanju. I pored veoma velikog broja radova još uvek nije sprovedeno istraživanje koje bi sveobuhvatno analiziralo efekte aktivnih mera i moglo da posluži kao model za njihovo sprovođenje na takav način da daju najbolje moguće efekte za uloženi novac

Investing in human resources

Investing in human resources is a taboo in many countries worldwide. Unlike in undeveloped and transitional economies, in countries with developed economic system there is an open debate about the need to analyse educational policies and investment policies with an aim to increase quality of human resources. There are few blind spots which can substantially reduce long‐term value of human capital, and diminish level of investments’ efficiency in educational systems

Human Capital Development as a Tool for Managing Structural Changes: secondary education vs. structural changes

Structural change is a phenomenon that is experienced as a result of changes that are affecting economic and social environment in a certain country. In 2000 Serbia has entered into a long period of economic transition. Since, it has gone through a harsh economic structural change. Following the three sectors split of the economy, in this chapter it has been presented through what kind of structural change Serbian economy has gone, and how it was followed by the changes in secondary education. During the period of 10 years there was a rapid shift in both economic activity and employment from primary and secondary sector towards tertiary sector. At the same time, there has not been recorded a growth in share of students enrolling gymnasiums. In opposite from expected, their share begun to fall during last 5 years. It is possible to conclude that the economic structural change was not accompanied by appropriate change in the educational system, and that it is necessary to implement changes in the composition of education and to adapt it to labour market requirements

Analiza isplativosti aktivnih mera zapošljavanja u Srbiji

Aktivne mere zapošljavanja su u najrazvijenijim zemljama primenjuju više od 50 godina. Već tokom 70-ih godina obim izdvajanja za finansiranje ovih mera je dostigao nivo od preko 1% BDP. Pošto mere nisu imale isključivo socijalni efekat kao što imaju druga davanja koja se isplaćuju preko nacionalnih službi za zapošljavanje, već pre svega ekonomski, time je bilo potrebno proceniti analizu uticaja navedenih mera. Preko 40 godina se primenjuju brojni metodi evaluacije, a najpreciznije rezultate su dala istraživanja zasnovana na ekonometrijskim metodima. Opšti zaključak starijih radova je bio da su najefektivnije mere javnihradova, dok u novije vreme programi obuke na radnom mestu daju najbolje rezultate. U poslednje vreme postoje neke indicije da subvencije za zapošljavane daju dobre rezultate, ali nema opšteg konsenzusa po tom pitanju. U ovom radu će se dati pregled istraživanja sprovedenih u Srbiji tokom prethodnih pet godina. Istovremeno će je sprovedena analiza efektivnosti mera na različitim učesnicima po stepenu stručne spreme. Rezultati pokazuju neočekivan ishod u kome se efikasnost aktivnih mera značajno uvećava ukoliko se povećava stručna sprema učesnika. postignut trenutnim modelom, kao i mogućnosti primenjivanja drugih modela industrijalizacije na privredu i konkurentnost Republike Srbije

Razvoj farmaceutskog sektora u Srbiji u svetlu svetskih tendencia ukidanja carinske zaštite

Sporazum koje je poznat pod nazivom „Inicijativa nula-za-nula“ je stupio na snagu 1995. godine. Inicijalno su se 22 zemlje dogovorile da eliminišu carinsku zaštitu na proizvodima farmaceutske industrije. Srbija je pristupila sporazumu tokom 2007. godine. Sektorska inicijativa u farmaceutskim proizvodima u skladu sa Carinskom tarifom Srbije se sastoji od 114 tarifnih linija i proizvoda i oni su svi uključeni u sporazum o harmonizaciji Hemijske industrije. Ovaj sektor čini 3.24% ukupne proizvodnje Industrije Srbije u 2006. godini, sa vrednošću godišnje proizvodnje od 308 miliona evra. Godišnja stopa rasta u 2006. godini je bila 15%. U periodu 2001-2006 spoljnotrgovinska razmena je imala stalni trend porasta trgovinskog deficita, sa većom stopom porasta uvoza od 24.14% u odnosu na stopu rasta izvoza koja je bila 14.63%. Učešće ovog sektora u ukupnoj spoljnotrgovinskoj razmeni Srbije se kretalo na nivou od 2.3%

Personality Model in Human Resources Management

This paper presents the new „Personality model” of managing human resources in an organisation. The model analyses administrative personnel (usually called management) in an organisation and divides them into three core categories: managers, executives and advisors. Unlike traditional models which do not recognise advisors as part of an organisation, this model gives to advisors the same ranking as managers and executives.  Model traces 11 categories of personality traits for every employee, rates them accordingly and gives the average rate for the position the employee occupies in the organisation. The model is tested in three empirical cases and results offer the additional value which may be created by proper management of human resources in an organisation

Recruitment practice in Serbian financial sector employee referrals and cooperation with educational institutions

In this paper we analyzed the employee recruitment process in Serbian financial sector, with special attention on two frequently utilized methods: the employee referrals and close relationship with educational institutions. At the beginning of the paper the theoretical aspects of the recruitment process itself will be observed by referring to other authors’ findings, with an emphasis on two above named methods. In the second part of the paper we will present the results of the research conducted within Serbian financial institutions which will give more insight to recruitment practice in this sector. Special contribution of this paper to the conference is the attempt to prove the existence of established links between educational institutions and the industry through the process of dissemination, which in return guarantees that student after completing undergraduate studies, are equipped with skills needed by employers

Customer Relationship Management ‐ Competitiveness Improvement Tool*

On the global market competitiveness of Serbian companies is at a very low level. According to Global Competitiveness Report 2007‐2008 Serbia was ranked 91. Leading country is USA, whereas the UK had lost the second and fell to ninth position. The criteria on which Global Competitiveness Report ranks 131 world countries are creation of business strategies and a quality of business environment1. Competitiveness increase of local companies’ should be assessed through holistic concept which targets on core micro and macro environment indicators improvement, as well as by adopting a new business philosophy ‐ strategic management and innovation. Development of CRM (Customer Relationship Management) concept is one of the tools which significantly influence raise of competitiveness and more effective creation of business strategies