Volumen 67 (2022): Heft 3 (December 2022)

The regime change in 1989 marked a significant milestone in the development of human resource (HR) management in Hungary. Changes in the legal, institutional and ownership environment placed significantly different demands on the HR work of companies and institutions. It has become very important for organizations to have access to comparative HR data with other organizations related to HR activities.

The Cranet international HR university non-for-profit research network, founded in 1989 in Cranfield, England, has a long tradition in this field. Hungarian researchers have participated in Cranet’s international HR research on four occasions so far. In this article, we aim to present the main features of the Cranet HR research in Hungary in 2021. We review the findings and noteworthy results of the research. Where possible, we compare it with relevant data from the 2014-2016 survey.

This paper explores the relationship between engagement and job burnout perceived by teleworking employees. The theoretical framework of this paper explains the concepts of telework, work engagement, and job burnout, but also the relationships between these variables. Telework is a “new reality” for many employees, and in this new work context, engagement and burnout must be investigated, especially for entry level employees. We analyzed the relationship between engagement and telework, respectively burnout and telework based on a questionnaire. The results reveal a positive relationship between engagement and telework and a negative correlation between burnout and telework. The research results also show that burnout has a high level among telework employees, and exhaustion is the most pronounced problem.

The link between sustainable development and human resource management (HRM) has been only recently widely established in the literature. Systematic studies are available but there is a wide range of interpretations and several overlapping terms that often cause confusion to practitioners. HRM practices included in the CSR Programs of a company are often linked with sustainability, business ethics and workplace justice and are often under the terms of sustainable HRM. It is well recognized that HR can play a critical role in enhancing corporate sustainability through policies and practices that benefit its people and society in general and that all these initiatives must be documented and reported to gain visibility and credibility. Lately great emphasis has been placed on the U.N. Sustainable Development Goals (SDGs) and the dimensions of the Environment, Society and Governance (ESG) which form the criteria for documenting and reporting relevant practices implemented by business firms. HRM can play an important role in designing and implementing such practices, especially those linked to society. This paper presents the notion of Sustainable Development, its increasing importance for companies and its link with Human Resource Management. (HRM). It describes and clarifies Sustainable Development Goals (SDGs), their history and the three pillars e.g., Environment, Society and Governance (ESG) which form the basic criteria for organizations to implement and report relevant practices in order to prove their involvement in sustainability. Third, the paper presents the concept of Sustainable HRM, and Sustainable practices implemented by companies in Greece following the 2010 economic crisis and the need for reporting them mainly under the social dimension of the ESG Criteria. To stress the need for the involvement of HRM in sustainability in order to enhance its ethical profile, expand its agenda and improve its role as a strategic partner and a source of competitive advantage.

The critical need to create economic prosperity and ensure inclusive and equitable education and lifelong learning for all, especially in developing countries has been the motivation behind the various advocacies by the policymakers and other stakeholders in these countries to achieve the SDGs comes 2030. Meanwhile, ECOWAS sub region is characterized with the lowest human capital development alongside the highest rates of illiteracy in the world despite the continuous rise in government educational spending over the years. Against this backdrop, the role of government educational spending on human capital development in ECOWAS sub-region has been investigated with a view to driving one of the strategic goals of Sustainable Development- inclusive and equitable education and lifelong learning for all. In order to achieve this, annual data from 1990 to 2019 was utilized using a panel ARDL as a technique of estimation. The findings that emerged in this work are summarized as follows; the relationship between government educational spending and human capital development in ECOWAS sub region is more of a long run phenomenon. Therefore, government educational spending and human capital development have a positive and significant relationship in the long run. In the light of the above findings, this study therefore makes the following recommendations for the policymakers in ECOWAS sub region and by extension developing countries, any time the goal of these policymakers is inclusive and equitable lifelong learning via human capital development, the government at levels should embark on sustainable educational spending. In the same vein, these policymakers should be committed to funding of educational sector as stipulated by both the United Nations and the Abuja declaration of 2001, advocating for 26% of annual budget for educational sector in developing countries.

Talent management (TM) is a relatively new management discipline that has generated considerable interest among scholars and practitioners within the past decade. It has been studied extensively among large enterprises and global organizations, but the practices have received limited investigation among Small and Medium Sized Enterprises (SMEs). This research paper uses a systematic review of the existing literature from 55 papers to present some insights into how TM is defined, conceptualized, and practised. An agenda for future research of SMEs TM is presented to spur further study. The paper uses the PRISMA methodology recommended by (Moher et al., (2009) to search the databases of Web of Science, Scopus, and Google Scholar for papers published within the last ten years between 2011-21. The findings confirm that the study of TM in SMEs is a developing field, and while there has been an encouraging increase in the number of publications in the past 10 years, it still lags behind other fields. Thus, there is a need for researchers and academics to accelerate the pace of research.