Page 102 - Demo

1022 European Entrepreneurshiprespond to the challenges faced by the company are effective. Managers musttake into account a complex set of factors of the given context, internal andexternal, current and probable, in order to be able to identify new challengesand the logic by which to respond to them in appropriate ways. The mentionedauthor is convinced that nowadays it is necessary to apply this contingencyapproach in people management.ConclusionThe universal theories and models that numerous authors, especially on theAmerican and European continents, created in the first two decades of thedevelopment of HRM in order to contribute to the effective implementation ofits individual activities and to the solution of the problems associated with them,will probably become less and less important and usable in today%u2019s and thefuture turbulent economic environment. Human resource managers in practicewill have to rely more and more on themselves and their work teams, and createtheir own procedures to deal with unpredictable realities, which are increasinglycommon in the business context. The imperative will become a contingentapproach to the management of HR based on new management logics,requiring new practices and a fundamental reconfiguration of the HR function.In this regard, management will be efficient and effective if it can flexibly andquickly adapt to the current economic context and react just as quickly tospecific challenges in a specific company. These facts indicate future highdemands for expertise, theoretical knowledge, and practical analytical skills ofHR managers.It can be expected that, as was the case in the previous development stagesof people management, the current HR management will move to the next stagein terms of its professionalisation and acquire a qualitatively new ambition torespond to rapid and unexpected changes that are increasingly making thebusiness environment more uncertain and threatened. Manifestations of thenew professional ambition of HR management are already partially manifestedin the concepts of leadership, talent development, and diversity management.Only further developments will show whether it is at all possible for a new stageof the personnel work of companies to clearly emerge in a complex anduncertain business environment, and whether it is more likely that it will consistof several specific or partial concepts responding to specific turbulent changes.However, according to many authors and specialists from practice, there is ahigh probability that the HR function will have to significantly participate in thecreation of added value in the sense of the business itself.