<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Viara  Slavianska</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">INCREASING THE QUALITY OF BULGARIAN HIGHER EDUCATION THROUGH STRATEGIES FOR ACADEMIC PERSONNEL MANAGEMENT</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">higher education</style></keyword><keyword><style  face="normal" font="default" size="100%">human resource management</style></keyword><keyword><style  face="normal" font="default" size="100%">personnel motivation</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1401456692.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The strategies for academic personnel management as a factor for increasing the quality of higher education are discussed in the present article. The quality of the educational service is not only a national and European priority, but it is also a basic strategic advantage of every Bulgarian university, currently functioning in a highly competitive environment – for this reason it is steadily outlined in its strategy for development. One of the ways for improving the education is through elaboration of the system for human resource management. In essence it is intended to attract, retain and motivate the quality personnel through a collection of policies, procedures, and criteria in the field of training, assessment and reward. In this connection there are presented the strategies for personnel training and motivating, applied by Bulgarian higher schools as an instrument for improving the work performance. There are identified real and potential problems and on this basis is demonstrated the necessity of improving the motivational policies and practices as a means for improving the quality of the educational service. Some possible solutions for increasing the motivation in academic environment are offered. </style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">56-64</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Viara  Slavianska</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">MEASURING THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON EMPLOYEE TURNOVER</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century </style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">employee turnover</style></keyword><keyword><style  face="normal" font="default" size="100%">human resource management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">July/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391965676.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">4</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">When employees leave the organization, whether at their own will or not, the consequences could be extremely serious. High turnover costs much, because it involves direct financial expenses for recruitment and selection, appointment, training and adaptation of the newcomers; at the same time, the indirect (hidden) costs, because of lost productivity and missed opportunities, constitute about 70–85% of all.
 This research was conducted in a large Bulgarian business organization with the aim to determine the impact of HRM practices on the personnel turnover, measured by the inclination to leave. There were formulated conclusions about the ability of the HRM system to retain the employees and respectively recommendations to the management of the organization.
 The methods of data collection included in-depth semi structured interviews with the manager of the HRM department and anonymous inquiry among 140 employees and workers. The results were subsequently processed with SPSS.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">63-73</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Viara  Slavianska</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">SOME PROBLEMS WITH HUMAN RESOURCE MANAGEMENT IN BULGARIAN TOURIST ORGANIZATIONS</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century </style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">anti-crisis personnel policy</style></keyword><keyword><style  face="normal" font="default" size="100%">economical crisis</style></keyword><keyword><style  face="normal" font="default" size="100%">human resources</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2011</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2011</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2014/450-1391887673.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">1</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The paper presents results from a study, conducted in the beginning of the year, with the purpose to determine how the human resource management function is realized in Bulgarian tourist organizations and specifically to identify possible problems. The study includes fifty accidentally chosen organizations from the hotel keeping branch, of approximately equal size (from three to five star hotels with over 200 employees). Consecutively are presented the practices, connected with basic activities, composing the human resource management, as well as summary results from the analysis given as recommendations for the management.
 It has established as a general conclusion that the practices connected with HRM in the investigated hotels, have some positive sides, but dominate the negative aspects that need an elaboration. The taking of actions directed towards improvement of HRM in these organizations is a consequence from the awareness that: 1) the quality of the tourist product in the hotel keeping is in direct dependence on the quality of the human resource, i.е. the policy for its management and 2) in the conditions of a global economic and financial crisis, not only the survival of the organizations but their prosperity as well, are connected mostly with identification and preservation of the quality part of their personnel. </style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">125-135</style></section></record></records></xml>