<?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%">Marques, M. C. C.</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">PERFORMANCE APPRAISAL: THE CASE OF A PUBLIC ENTITY IN PORTUGAL</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%">evaluation</style></keyword><keyword><style  face="normal" font="default" size="100%">human resources</style></keyword><keyword><style  face="normal" font="default" size="100%">management</style></keyword><keyword><style  face="normal" font="default" size="100%">organization</style></keyword><keyword><style  face="normal" font="default" size="100%">Performance appraisal</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2022</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2022</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2022/450-1672757217.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">17</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%">In the past, the attempt by organizations to establish a system for evaluating their employees has shown some inconsistency. This arose, essentially, due to the lack of objectivity at the time of classification, a process that always involves strong subjectivity. In the current paradigm, more and more organizations need to implement performance evaluation models based on strategic competencies, to fulfill established objectives to cement the creation of an organization's value.
In most companies and organizations, the performance appraisal process is a tool used annually, serving only to monitor the performance of employees. If a company or organization wants to go beyond the control function, it must see the performance evaluation process as a component of performance management throughout the year. This should create conditions so that the activities carried out by the employees and the results of these, effectively contribute to achieving the organization's objectives. For the same author, it is a process that seeks to identify, observe, measure, and develop the performance of individuals, having as focus the agreement with the objectives of the organization. The purpose of performance appraisal is to obtain better results in the organizations or teams and individuals within the organization, understanding and management performance within an agreement, the structure of planned goals, standards, and competence requirements.
</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%">48-62</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%">INTEGRATED TALENT MANAGEMENT - A CHALLENGE OR NECESSITY FOR PRESENT 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%">business environment</style></keyword><keyword><style  face="normal" font="default" size="100%">business practice</style></keyword><keyword><style  face="normal" font="default" size="100%">human resources</style></keyword><keyword><style  face="normal" font="default" size="100%">talent management</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2013</style></year><pub-dates><date><style  face="normal" font="default" size="100%">April/2013</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1392545573.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">6</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">The current highly competitive and unstable business environment, the requirements of the knowledge society and the development of new technologies is a reality which presents new challenges directed at various areas of the society, including human resources, to organizations and their management. It is becoming increasingly evident that the quality of human capital and practical implementation of human resources development are ones of the decisive factors of organizations´ success and competitiveness and a key source that considerably determines the operation and economic performance of organizations.
 Generally, the definitions of talent management can be distinguished in terms of a broader or narrower concept. In the narrower sense, talent management is primarily focused on individual processes or sub-groups of employees. In the broader sense, talent management is viewed as a complex, integrated and holistic system that integrates all the components of talent management.</style></abstract><work-type><style face="normal" font="default" size="100%">Editorial</style></work-type><section><style face="normal" font="default" size="100%">4-6</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>