The purpose of this research is to identify specifically, how the use of Human Resource Information Systems (HRIS) contributes to the effectiveness of strategic human resources management and to examine the strategic importance of using HRIS at the workplace. Relevant review of various HRIS literature were undertaken which culminated into the development of a conceptual model and the formulation of hypotheses to test the proposal that there is relationship between independent variables- HRIS- and the dependent variables- Cost and Time Savings (CTS), Decision Making Contribution (DMC), Quality Information Effects (QIE) and Employment Development Commitment (EDC). The research uses data generated from 34 respondents from insurance companies in Ghana: SSNIT, ELAC, Vanguard, and Donewell. Data was analyzed using SPSS software. It has been found that HRIS adoption and use have a strong and positive effect on CTS and DMC. Essentially, organizations that divert concerted efforts towards HRIS adoption and use have a high likelihood of cutting down cost and saving time, and also ensure better contributions to strategic decision making. Further findings suggest that insurance organizations map up a strategic plan before implementation goes underway. Financial and resource appraisal in relation to the ability to start and sustain HRIS use are critical. HRIS enables HR professionals and supervisors to manage complex information entities and to plan HR efficiently also, organisations that intend using HRIS should thoroughly educate its employees- not only HR staff- so that internal awareness can facilitate the acceptance of the system.

At the beginning of the 21st century it can be seen that social-economic and environmental problems have become so complex that to solve or handle them a more efficient and global knowledge is needed. Due to of this situation - and pressure of social – economic development – in developed societies the unfolding knowledge industry (knowledge business) has become separated and a dynamic growing production – supply sector. Traditional management concentrates on tangible tools, but knowledge management prefers intangible areas, such as learning and knowledge. This shows that to measure and analyze intellectual resources efficiently is not a trivial task. Globalization, decreasing life cycles, the role of knowledge in R&D (research and development) result in continuously changing demands of products, suppliers and processes which all demand to renew application procedures (for example demand of innovation). On the basis of these ideas further questions can be put. How can Hungarian small and medium sized enterprises (SMEs) meet the demands of the new economy? How is knowledge creation, sharing, altogether knowledge management, used in everyday life? How can a company help individual and organizational learning? This two - year research has tried to find answers to these questions. In the research qualitative and quantitative techniques were used. In the course of investigations of the possibilities of SMEs breaking free, organizational knowledge was examined from 3 different viewpoints: intellectual capital, knowledge investigation, knowledge strategy. The results were verified from the view of secondary innovation. There are very important roles of SMEs, especially the ones based on knowledge and on human capital. This paper shows a small but stressed segment of the results.

As the sophistication of technology is increasing, also increased the demand for quality in education. The expectation for quality has promoted broad range of products and systems, including in education. These factors include the increased diversity in the student body, which requires greater emphasis that allows a simple and dynamic model in the provision of education. For this reason, a formalized methodology known as systems theory is often applied in the industry as a management instrument, or in other words, known as systems management. The management of educational systems would be adherent to ally in reducing failure rates and quality improvement. This is possible in complex learning systems scale. Accordingly, this article aims to discuss some implications of trying to use the systems management as modern teaching methodology.

Local authorities in Kenya have been known for poor performance. In the recent past, the trend has changed due to the introduction of performance contracting where employees must set and meet work targets from their supervisors, hence the need to be enabled to perform. The local authorities’ service provision would be largely improved with the implementation of employee empowerment within the local authorities. This study sought to establish the extent to which the City Council of Nairobi (CCN) had put in place employee empowerment programs and also to determine the relationship between employee empowerment practice and the performance of the City Council of Nairobi. In view of the above, a case study design was deemed appropriate to fulfill the objectives of the study, since data for research was obtained from one organization. The population of interest comprised all the employees of the City Council of Nairobi which was picked owing to the fact that it is the largest local authority in Kenya and is therefore expected to engage in the best human resource practices. A sample of 60 employees, 4 from each of the 15 departments comprised the respondents who were selected randomly. The study used both primary and secondary data. The primary data was collected through a structured questionnaire administered on drop and pick basis. Data on performance as measured by return on assets (ROA) was collected from secondary sources. The analysis was done mainly using descriptive statistics such as mean scores, frequencies and percentages. Pearson product moment correlation technique was used to establish the strength and significance of the relationship between empowerment and performance.Findings of this study reveal that the employee empowerment score in the City Council of Nairobi indicate that the employees are empowered to a large extent. This is demonstrated by an average score of 3.546. The study also found that there is a very strong positive correlation between employee empowerment and performance. The study concluded that employee empowerment had a great positive influence on the performance of the City Council of Nairobi.

The approach expressed by its author A. Kopčaj as a Spiral management is based on the philosophy according to which the firm is perceived as a living organism. Living organisms are guided by the principle of reducing their entropy in order to ensure the inevitable energy as well as their long-term survival. The contribution is analysing one of the potential applications of the above-indicated approach to the firm in which the measurement of the so-called internal entropy gives the possibility to determine in a very precise way whether the new managerial approach can be or cannot be implemented in the firm in the current state or whether it is possible to define the strategies for cultivation of the firm´s social capital. The paper proceeds from the data acquired during practical applications of the Spiral management in the environment of the Czech and Slovak companies.

Business is neither a new branch of science, nor a recently emerged social or political phenomenon. We are not tend to discuss the history of management as obviously this field like many other activities stimulated by human includes own origin, gained experience and a certain retrospective. A modern world has strongly developed the concept of management thus becoming an integral and manifold idea. The factor in responsibility considering the structure of management should gain the required weight. The success of organizations is determined not only by a properly prepared strategy (frequently in a ‘paper version’), optimal structure, precisely and effectively organized processes, but also taking into account the responsibility of particular people at various levels of management. Thus, management becomes more up-to-date and faces a crisis that sparks off increased pace at work, different pressure, hardly understandable orders, stress and even suicides at the workplace. Although recently these issues are frequently discussed, still, it is not sufficient. Some of the methods for management are frequently accepted as making a negative impact on the physical and psychological state of the employees despite the fact that they appear to be efficient tools in terms of increased profit. Only discussions cannot solve this problem, which clearly indicates a lack of in-depth and reliable scientific research in the field.

There are a lot of project planning (like Gantt chart (Gant, 1910)) and network-based scheduling methods (like CPM, PDM, GERT (see i.e. Kelley-Walker, 1959, Pritsker 1966)), they were developed for handling traditional (e.g. construction) projects. While these methods are appropriate for the operation level - logic planning, scheduling, cost and resource allocation - of traditional project managemet, these methods can hardly be used for agile and extreme project management. Network-based methods focus on operation level, while for strategic decisions other methods should be used. Matrix-based methods can be used for planning agile methods (see Kosztyán-Kiss 2010-2013), however these methods also focused on operation level. This paper introduces an improved matrix-based method, the extended Multilevel Project Expert Matrix (xMPEM) method. This method can be used not only for operation, but strategic level of project management, where typical strategic questions arise e.g. which subprojects/tasks should be completed, how to treat priorities of completion in case of defining logic planning, how to support not only traditional but agile project management approaches. In this paper a multilevel genetic algorithm (MLGA) will be specified in order to determine possible project scenarios and possible project structures. The introduced xMPEM and MLGA methods can serve as the connection between operation and the strategic level of the project management.

Environmental management accounting is an environmental voluntary instrument, which is aimed at environmental and economic benefits. It is possible to apply environmental management accounting in different industry sectors. In case of forestry a challenging idea is to take into account all forestry externalities. It is important to try to find a solution to comprehend all forestry outputs into a system of environmental management accounting because externalities are often excluded and result is that managers do not have correct information for their decisionmaking. That is why it is important to know whether the accounting system includes externalities and how internalize all externalities. The problem is a methodology of assessing the externalities and willingness to allow externalities particularly in private enterprises. Assessment of externalities is not an invincible problem but a problem is to know what is their impact on enterprises and on society. A possibility to make a decision including externalities is what we want to solve. A lot of monetary and nonmonetary outputs exist in forestry. That is why we selected a forestry enterprise as an example.

The nonprofit sector is made up of nonprofit organizations that, by law or custom, do not distribute any profit that may be generated by the Associates. They are institutionally separate from government, are self managed and non-binding. The IPSS, are non-profit institutions, created by private initiative, with the purpose of giving organized expression to the moral duty of solidarity and justice between individuals and they are not administered by the State or a local government body to proceed among others, their goals, through the provision of goods and services. The new accounting system of nonprofit institutions, emerges as an indispensable tool for management, because these organizations are not sufficiently different from business enterprises, public agencies, etc., Management models and practices adopted will be similar. This study deals with the system of accounting standards for non-profit sector entities (ESNL), part of the Accounting Standardisation System (SNC), through which they create their own accounting rules, application-specific entities to continue, under primary, non-profit activities and not distribute to its members or taxpayers any direct financial or economic gain.