<?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%">Dana   Egerová</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">TALENT MANAGEMENT – TOWARDS THE NEW PERSPECTIVES</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%">human resource management</style></keyword><keyword><style  face="normal" font="default" size="100%">talent management</style></keyword><keyword><style  face="normal" font="default" size="100%">talent management models</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%">September/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1410981423.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%">Talent management has become one of the most important issues in organizations and one of the most debated themes in human resource management theory in recent years. The increasing attention to talent is affected by factors such as globalization, knowledge-based competition, changing the world of work, new forms of organizations and demographic changes. Organizations are nowadays becoming increasingly aware of the strategic value of talent and the impact of strong talent on their competitiveness on the global market. Talent is becoming recognised as a core competitive asset in business organizations (Silzer and Dowell, 2010). It has become clear that future competitiveness and prosperity of an organization depend strongly on the company’s ability to manage its talents effectively (Nilsson and Ellstrőm, 2012).</style></abstract><issue><style face="normal" font="default" size="100%">2</style></issue><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">114-116</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></records></xml>