Generolo Jono Žemaičio Lietuvos karo akademija

The present study examined the communication sources used in the personnel marketing of the University of Defence, the content of the university's website, and the perceived reactions of family members to the intention to study at the university. The study draws on data obtained from a questionnaire survey conducted among prospective students during the university's Open Days, that is, prior to the submission of their applications. The findings indicate that electronic sources, in particular the university website, are the most frequently used sources of information. The majority of prospective students who visited the website were able to obtain the information they required. The reactions of family members to prospective applicants' intention to study at the University of Defence are predominantly positive. However, they also express concerns about the applicants. The originality of the article lies in the fact that this issue has not yet been examined, thereby enabling more targeted use of specific communication tools within the personnel marketing of the University of Defence.

Human resource management is an essential element in shaping a safe working environment. How the company manages human resources will determine the level of achieved goals. The study analyses the quality of occupational security of people deprived of their liberty in Poland. The obtained findings can be instrumental for constructing better-tackled policies.

Over the years there has been a phenomenal growth in the number of social enterprises in India. This is partly a consequence of a new policy of the government to gradually withdraw from social development activities. The gap thus created is being filled by social enterprises. A social enterprise can be a for-profit or not-for-profit venture engaged in income-generating activities with an agenda of bringing positive change in the society. While social enterprises are engaged in the development of people, it is rather paradoxical that they experience a variety of problems with respect to the management of human resources within their enterprises. It is common knowledge that social enterprises perennially struggle with various critical human resources issues such as getting employees at low rates of compensation, providing growth opportunities for employees within the organization, retaining talent especially in the middle management, providing clearly defined roles and tasks to employees, leading to high attrition and increasing the cost of acquiring and training new employees. Thus, it becomes critical for social enterprises to think out-of-the-box and try a variety of innovative strategies to overcome these problems. This paper discusses a few such innovative HR strategies adopted by social enterprises to attract and retain talent, such as offering jobs to people with vision and value congruence, enhancing the credibility of the organization through brand building, providing opportunities for personal growth, creating a sense of ownership among employees through participation in decision making, creating sense of ownership among employees by giving equity shares, creating entrepreneurial opportunities within the organization, finding employees from among beneficiaries, attracting employees to serene lifestyle in peaceful and scenic location and providing attractive fringe benefits to the employees. Collectively these strategies seem to suggest that social enterprises adopt a ‘partnership paradigm’ for managing their employees.