Tanulmány
Summary: Differences and similarities between generations is quite an important research topic in the field of management nowadays. The research aimed to reveal the equal and different characteristics among the youngest generations and to answer the question how employers can benefit from the similarities and differences. The quantitative research was carried out by questionnaires in 2017-2018 in two neighbouring countries, in Slovakia and Hungary. Although the research cannot be considered representative, but it is able to give an overall picture of the opinion of the employees regarding the question. The present paper shows some results of Slovakia. Based on the analysis, the respondents consider the cooperation between generations and corporate work very challenging which set requirements and pose activities not only for them, but also for the HR. The appearance of the new generation on labour market shows that other HR tools are required to approach the youngsters and to make them loyal to their companies. They are rather careerists, they want to reach personal fulfilment and this can be an usual reason for their not being loyal to the company and for their leaving soon if their interest requires it. The salary-focused approach will not be enough for these employees in order to make them a permanent active member of the organisation. New HR solutions have to be elaborated such as active career-management, generational management, family-friendly policy, etc., in order to attract and keep the young employees at the company and to be able to handle the conflicts occurring between generations at their workplaces.
Kulcsszavak: munkaerőpiac, generációk, különbségek, hasonlóságok
Keywords: labour market, generations, differences, similarities
JEL kód: J20, J21, J23, J24, J29
Summary: Entrepreneurship plays a fundamental role in economic and social development. Several studies have shown that enterprises started by young people, especially university graduates, have a higher growth rate than firms ran by people belonging to older age groups. Young people are more likely to look for innovative areas and can create more added value. Therefore the university students' career ideas and entrepreneurial activity is an important research topic. The Global University Entrepreneurial Spirit Students' Survey (GUESSS) project has been surveying these topics since 2003. The surveys were conducted every two years, the latest in 2018, when 208,636 students completed the questionnaire in 54 countries, Hungarian students contributed to the success of the inquiry with 9,667 completed surveys. Hungary joined the program in 2006, and Budapest Business School participated in all surveys. Budapest Business School was one of the first universities in Hungary to recognize the importance of entrepreneurship, and thus the importance of entrepreneurship education. It has implemented a number of programs in recent years that directly or indirectly support students in acquiring business-related knowledge, in developing and implementing entrepreneurial ideas (Team Academy, Collab – Business plan during a week, StartLab). The article describes changes in the entrepreneurial spirit and entrepreneurial activity of students at the Budapest Business School over the last 10 years, and then summarizes the socio-economic changes and university initiatives that have an impact on the areas analysed. The input to the analysis is provided by the 5 databases of the GUESSS research (data from 2008-2018).
Kulcsszavak: vállalkozás, vállalkozásoktatás, vállalkozói attitűd, felsőoktatás
Keywords: business, entrepreneurship education, entrepreneurial attitude, higher education
JEL kód: I21, I23
Summary: Our research focuses on the examination of entrepreneurial competencies - in an international context. Whether you want to participate as an entrepreneur or an employee in the labour market effectively, entrepreneurial competencies are important to everyone, but the significance of this is somewhat different within and outside the European Union. In this study we want to show what differences can be found in the entrepreneurial attitudes of Albanian and Hungarian economics students. We have assumed that the entrepreneurial competencies of the students of the two countries differ. The reason for this is based on the cultural background between countries. The research started in the autumn of 2017 at the University of Óbuda among Hungarian students, and in November 2018 we collected nearly six hundred questionnaires together with the control group in three Albanian universities. In our present presentation 122 Hungarian and 397 Albanian student questionnaires were processed from BSc students. Our questionnaire is about personal background, behaviour, and lifestyle, and contains a total of 49 seven-point Likert-scale questions. In our analysis, in addition to single-variable (median, mode, frequency) statistical analyses, we wish to present the competencies and differences between the entrepreneurs of the two countries with the help of multivariate (variance analysis, cluster analysis) analyses. Our results: We have found that Albanian students have more entrepreneurial backgrounds. At the same time, Hungarian students were more entrepreneurial in their personal qualities. Based on the responses received, we demonstrate (prove) that entrepreneurial competences in Hungary in the European Union are more important in education than in Albania outside the EU. For example, the latter people are more forward-looking than goals or tools.
Kulcsszavak: kompetencia, vállalkozói kompetencia, egyetemi hallgató, munkaerőpiac
Keywords: competence, entrepreneurial competences, university students, labor market
JEL kód: O57
Summary: For nearly a decade, the first publications in Hungarian literature have appeared and highlighted that the founders of family businesses have to be prepared for the change of generation. Family businesses takes about 60% of the Hungarian SME sector, and approximately 40% of them is involved or will be involved in the generational change (the transfer or takeover has already taken in the family or will happen in the near future). In contrast, according to the latest researches, only one third of the family businesses are dealing with the issue of succession. The time is running dangerously. The process of succession must begin because the planned smooth transition takes years, while the company has to be prepared for the global challenges of digitalisation for long-term survival. Is the knowledge available that enables professional generation change? Does easy access knowledge, best practice, theoretical background support, motivate the founders and the successors during the process? The aim of the research - after defining family businesses and presenting the theory of generational change - is to summarize the IT systems, management methods, educational programs and Internet resources that exist and facilitate the process of generational change. As our methods, basically, we applied literature analysis and desk research. Examining the educational areas of generational change, we explore international and domestic, online and “coach” leadership trainings. We find that in Hungary there is only a small number of methodically demanding tools and programs that could prepare family companies for the change of generations.
Kulcsszavak: családi vállalkozás, generációváltás, oktatás, digitalizáció
Keywords: digitalization, family business, succession, education
JEL kód: M1
Summary: Nowadays, generation problems occur not only in educational institutions but also in the workplace. Different generations need a different approach to education, training and HR work at the workplace. The new generations have a new dimension in the life of a company that management is not yet fully prepared for. My presentation draws attention to the features that represent a toolkit for management. Already designed and well-trained tools for the recruitment and selection of the target group are being disrupted by the new generation. If they are started working, the attitude, motivation system and career management between colleagues will be difficult. I'm going to explore all function – innovation, creativity, point of view - to avoid losing this generation from our companies that we can provide as a resource for us. In addition to the processing of Hungarian and international literature, I also provide empirical information to interested parties through the development processes of the Hungarian micro and SME sector. Based on my results, it can be stated that the differences between the generations - with the help of a suitable management toolkit - are able to develop the organizational culture of the companies, strengthen their effectiveness and can serve as a support in crisis situations as well. It is important to know as a leader the peculiarities of generations, communication tools, motivational features and expectations of flexible working hours and quality tools.
Kulcsszavak: generációk, foglalkoztatás, digitalizáció, humán erőforrás
Keywords: generation, employment, digitalization, human resource
JEL kód: J11, J21, J24
Szemle
Summary: The keywords are loyalty, love, enthusiasm. The image of an organization is constantly shaped by various determinants, each of which tends to apply a different standard to this process. Each of the stakeholders will judge the same organization in different ways. We are thinking here of the possibility that the company itself, the party buying the goods for the company, and the client buying the company will also create a different image of the company. However, this study focuses on the existing situation and tries to examine the impact of corporate image on the company's employees. Nowadays, one of the biggest challenges in the labor market is to keep work loyalty above a certain level and to increase employee motivation. There are a lot of ways to achieve results in order to facilitate this. In addition to presenting the topic, we also discuss the various employee benefits that can help us achieve our goals. Today's people may be familiar with the statement that it is harder to keep than to obtain. Life sometimes gives little, but often takes away what it wants - this is most often the case with employees leaving a certain company. The main purpose of my work is to present the theoretical background of the topic, because I think most of the companies today are exposed to this problem. Due to the time constraints, no complex, large-scale research has been carried out, however, the work contains ideas, advice, how to gain the trust of the employee in us, how will it be committed to our company. Employees have become a crucial part of the everyday lives of companies, and it is essential to create a climate of trust for them, so I thought it was important to look at this topic.
Kulcsszavak: vállalat, vállalati imázs, munkavállaló, elkötelezettség, márka
Keywords: company, corporate image, employee, commitment, brand
JEL kód: M30, M31
Summary: In the middle of December 2018, Hungary has suddenly appeared in the headlines of international news. Although marketing teaches that “all PR is good PR”, as a lawyer I think it is worth examining the facts behind the catchy headlines well before making our business decisions. The news is based on the amendment of the Labour Code, which is called the „Slavery Act” in the media. The demonstrations and atrocities reported by the international media have broken out as a result of the interpretation of the amendment by some part of the media, which was recently adopted by Parliament. The President of Hungary promulgated the act when this article was completed. What does the new amendment say? Could an employee become a ‘slave’ of the employer, or rather it would help people’s prosperity by allow them to work more to earn more money? Considering the interests of the citizens/employees can the choice between adoption or rejection of the law be the only possibility, or does the new system also have a third possibility using the law’s and the economy’s own logic, and should only a small "fine-tuning" beimplemented on the new system?
Kulcsszavak: munkajog, munkaidőkeret, túlmunka, maximális munkaidő
Keywords: labour law, working time frame, overwork, maximum working time
JEL kód: J24, K31