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Since the advent of the all-volunteer force in the 1970s, marriage, parenthood, and family life have become commonplace in the U.S. military among enlisted personnel and officers alike, and military spouses and children now outnumber service members by a ratio of 1.4 to 1. Reviewing data from the government and from academic and nonacademic research, Molly Clever and David R. Segal find several trends that distinguish today's military families. Compared with civilians, for example, service members marry younger and start families earlier. Because of the requirements of their jobs, they move much more frequently than civilians do, and they are often separated from their families for months at a time. And despite steady increases since the 1970s in the percentage of women who serve, the armed forces are still overwhelmingly male, meaning that the majority of military parents are fathers. Despite these distinguishing trends, Celver and Segal's chief finding is that military families cannot be neatly pigeonholed. Instead, they are a strikingly diverse population with diverse needs. Within the military, demographic groups differ in important ways, and the service branches differ from one another as well. Military families themselves come in many forms, including not only the categories familiar from civilian life—two-parent, single-parent, and so on—but also, unique to the military, dual-service families in which both parents are service members. Moreover, military families' needs change over time as they move through personal and military transitions. Thus the best policies and programs to help military families and children are flexible and adaptable rather than rigidly structured.

The purpose of the study is to conceptualize the principles of staff development management, determine the tasks of this process, factors that reduce the level of employee development efficiency and reasons that minimize the readiness of employees for self-development and professional development. The categorical apparatus of personnel management has been improved by the concepts of «personnel development», and «personnel development management». The connection between the personnel development management and the personnel potential formation of the business entity, capable of providing the enterprise with competitive advantages and continuous activity on the market, is proven. Motives, catalysts, methods and tools of staff development are summarized. It is suggested that at the level of employers and management, staff development should be positioned as a component of the Employee Value Proposition, as well as taken into account when reviewing and updating competency maps.The formation of high-quality information and documentation support for the process of personnel development, in particular, the development of competency maps, IDP plans, and personnel policy, will contribute to increasing the level of efficiency of personnel management of the business entity. Their competent development and compliance at the management level will make it possible to form the personnel potential of the enterprise and ensure a high level of intellectual and personnel security for the company. The consequences that effective management of staff development can have on the state of economic security of business entities are determined. The strategic orientations of personnel development should be organically combined with the organization's strategy, its mission, vision, corporate culture and contribute to the achievement of the goals of existence at optimal time intervals.

This article aims at a presentation of a workforce segmentation model deriving from M.J. Piore and P.B. Doeringer’s concept of the dual labour market, as well as taking account of personnel policy instruments and perception of employment relationships. The results of theoretical analyses of workforce, enabled to build a new theoretical model of workforce segmentation. Such an approach has not been attempted at so far. In this model, the dimensions include the personnel policy instruments and perception of employment relationships, demographic, social and economic variables and analysis levels. This approach is a novelty, because the subject matter of research has usually comprised either quite narrow, selected aspects of employment, without reference to workforce segmentation, or wide, general considerations on workforce segmentation, without taking into account the specificity of its respective areas, let alone the micro-, mezzo- and international comparison perspective. Thus, developed model combines a typical business approach (taking into consideration various areas of employment) with an economic one, based on the notion of workforce and its segmentation.

Numerous studies on the economies of socialist countries indicate that one of the main sources of their weakness was the attitudes and behavior of “socialist managers”. Contrary to the predictions (e.g. by Joseph Schumpeter), they were not characterized by entrepreneurship, innovation, the ability to lead changes or the ability to formulate strategies. This was due to the nomenclature system existing in all countries of the Soviet bloc. Nominations, promotions, but also dismissals were at the discretion of party bodies. It was the main source of the communist party’s dominance in the country and the fundamental factor guaranteeing control over all spheres of social and economic life. Determining why the nomenclature system turned out to be dysfunctional requires considering three issues: what were the goals of the communist personnel policy, what methods were used to implement it, and finally who were the people appointed to perform managerial functions in the economy. We will focus our analysis on the management of Polish industry in the years 1945–1956. This is because it was the most important sector of the economy of the People’s Republic of Poland, and the personnel policy mechanisms developed at that time remained valid until the end of the “real socialism” system.

PurposeGerman establishments face increasing difficulties in filling their apprentice positions. Thus, firms are less able to train (and later retain) their own skilled workforce. The purpose of this paper is to analyse the firms’ personnel policy adjustments in response to unfilled apprentice positions.Design/methodology/approachTo estimate the within-firm personnel policy adjustments when unfilled apprentice positions arise, fixed effects panel estimations are applied to a large German establishment-level data set, the IAB Establishment Panel (2008–2016).FindingsThe estimates indicate that some firms post slightly more apprentice positions in the period after facing unfilled apprentice positions. Moreover, the results reveal that affected craft establishments in urban regions retain more apprenticeship graduates. Besides of these findings, there are no indications of emphasised personnel policy adjustments.Practical implicationsThe multivariate results do not support the claim that training firms may abstain from apprenticeship training when facing unfilled apprentice positions.Originality/valueThe study shows first evidence of firms’ personnel policy adjustments when apprentice positions remain vacant in Germany, a country with a traditionally high relevance of apprenticeship training.

The article considers a comprehensive study of priority areas of staff motivation. Based on the systematic approach the practical ways of implementation a motivational mechanism as a key component of improving personnel policy in a banking institution were developed. The role and organization of the motivational mechanism and stimulation of labor activity in the personnel management system in the modern organization were covered. The existing methods, techniques and indicators for assessing the personnel motivation systems taking into account the financial stability of the banking institution were analyzed. Improved systems of work motivation in a modern domestic bank were proposed taking into account the monitoring and forecast of indicators of its financial and economic condition. Motivational approaches were evaluated based on the development of an effective system of material incentives and compensation (intangible) staff package in order to increase the interest of employees in obtaining the maximum result of activities in the studied bank. A comprehensive program of organizational, economic and managerial measures to improve the system of socio-economic motivation of staff in the bank was formed in accordance with the strategic guidelines of the institution.

Personnel actions are among managers’ least favorite job duties. If you talk to librarians, you will find few who enjoy the stress, tension, and confrontation engendered by corrective actions that can become as much about interpersonal conflict as the job itself. Many managers also fear failing—that the corrective action will not succeed in correcting the issue, or worse, that the employee will somehow twist the action and win, removing the supervisor’s authority and control of the situation. In some instances, when the employee requiring discipline is popular among co-workers, managers dread being labeled as cruel, tarnishing the positive relationships they have with other employees, or inciting fear among them.

According to many researchers, it plays a major role in the growth of the gross national product (Kelchevskaya & Shirinkina, 2019). According to the table, the main branches of regional specialization of Altai Krai are manufacturing, agricultural production, and trade. [...]it is logical to assume that training of highly qualified personnel should primarily focus on these segments of the regional economy. [...]educating personnel for areas of activity with a significant shortage of personnel.

Studies have identified the interference of contextual factors that inhibit the effective implementation of Competency-based Management (CM) under the National Personnel Development Policy (NPDP) in the Brazilian public sector, though organizations have overcome these factors through various initiatives. This article proposes an integrated model that relates the factors that interfere with CM implementation with the initiatives adopted by public organizations to circumvent and overcome them. This qualitative study through documental research and interviews with those responsible for implementing CM in six organizations within the Brazilian public sector. Pre and post-categorical analysis have enabled the establishment of a relationship between the 20 categories identified and divided into four kinds of interfering factors and the 20 adopted initiatives identified in seven categories. It was identified that the organizational and departmental factors are the ones that most interfere with the implementation of CM in the public sector. The strategic role of the HR unit, capable of carrying out structural changes, was identified as the most important initiative to induce the implementation of CM. This study provides a model that integrates strategic, political, and instrumental thematics, showing how these aspects impact the effective implementation of CM, which helps HR managers to recognize the factors that are under their control and how to face them.

Egy olyan léptékű feladat- és szervezetrendszer, mint a közigazgatás, nem nélkülözheti a középés hosszú távú működést biztosító, annak keretet adó stratégiákat. És mégis! Ma hazánkban nem tudunk olyan elfogadott és érvényesülő dokumentumot felmutatni, amely konzekvensen kijelöli azokat a sarokköveket, amelyek mentén építkezik a közigazgatás feladat- és szervezetrendszere, személyzeti politikája és egész működése. Vannak ágazati stratégiák szép számmal, különösen a digitalizáció területén volt aktív a stratégiaalkotás az utóbbi időben, azonban továbbra is hiányzik egy átfogó, a közigazgatás egészét felölelő stratégia. Jelen tanulmány a hazai stratégiaalkotást és különösen e téren a közigazgatás központi szerveinek elhanyagoltságát, gyakran ötletszerű alakulását, átalakulását vizsgálja.