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dc.contributor.authorReissová, Alice
dc.contributor.authorHrach, Karel
dc.identifier.citationE+M. Ekonomie a Management = Economics and Management. 2011, č. 1, s. 70-82.cs
dc.identifier.issn1212-3609 (Print)
dc.identifier.issn2336-5604 (Online)
dc.format13 s.cs
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.subjectpersonální controllingcs
dc.subjectkontrolní mechanismuscs
dc.subjectznalostní managementcs
dc.titlePersonální controlling a řízení personálních procesůcs
dc.title.alternativePersonnel controlling and personnel process managementen
dc.description.abstract-translatedThe article deals with personnel controlling and its introduction within individual personnel pro- cesses. The first part focuses on controlling management. It mentions the considerable disunity of the terminology resulting in frequent misunderstandings in practice. To avoid this, we should consistently separate reporting and controlling and clarify the position of controller and manager. We define the basic principles to be complied with when specifying indices and the criteria to introduce personnel controlling into practice. All personnel processes to be provided with the controlling management must at first be based on a methodology, i.e. a simple and well developed methodology with controlling mechanisms shall be prepared. When introducing the methodology into practice, it is necessary to validate its correctness in the long term. The article shows an exam- ple of a controlling mechanism for an employee assessment process. Controlling management preferentially focuses on each personnel process independently. In practice, specific processes are linked together, they do not exist separately. It is therefore nece- ssary to provide controlling management to related processes. The article focuses on the connecti- ons between the process of employee assessment and the remuneration system (fixed and floating parts of the salary), and employee development and promotion. We describe a procedure of how the usual quality figures can be quantified and then assessed using indices and criteria. Personnel controlling is quite commonly used in practice. It can be used within knowledge management, for example, where one of the obstacles to introducing controlling management to employee knowledge assessment.en
dc.subject.translatedpersonnel controllingen
dc.subject.translatedcontrol mechanismen
dc.subject.translatedknowledge managementen
Appears in Collections:Číslo 1 (2011)
Číslo 1 (2011)

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