V. Marcinováincreases the rate of return. (Heckman, 1998, p. 106) The results of these theories canbe summarized in Table 2 according to the cited authors.Table 1. Rates of Return on Investment into Human CapitalAuthor ROI (%)Mincer (1962) 10 – 20Kamiač (1971) 10,99Mankiw,Romer,Weil (1992) 6Griliches (1997), Blundell (1999) 30Heckman (1998) 10Kendrick (1994), Mueller (2000) 11,3 – 12,5Bryan (2007) 17McKinsey (2005) 23In addition to these factors that affect the return on investment in human capital, itis necessary when assessing the efficiency of investment in human resources to takeinto account the following factors (Vodák, Kucharčíková, 2007, p.155) :• Time to reach the full return on investment. For the reason that this indicatorwill also affect the nature and objectives of the development program,• not all benefits are measurable in monetary terms. There are also qualitative,non-monetary benefits. They are expressed in areas of morality,communication, teamwork, motivation, to the success of the company as important,but it is very difficult to express in monetary terms.On the sideof investment in human resources, human resources management processes,indicators are quantifiable in monetary terms, but also those which are not expressedin money. Processes, human resource development, which can not be quantifiedas the cost of the budget can not be compared with company success and thereforecan not be recalculate the return on investment of them. In general, from intangibleassets is difficult or impossible to calculate indicators to monitor trends and interdependencies.Intangible indicators are very difficult to appreciate, and to determine howthey affected the fulfillment of business objectives. (Bryan, 2007, p.2) Assessment andmeasurement of intangible indicators is not comparable with the process of evaluationand measurement in accounting because there are no accepted standards approved.5. ConclusionA description of how company management communicates on the labor marketwith potential candidates, how plans a human resourcea for future periods, how evaluatesemployees and identifies key employees, potentials and successors, how does itmotivate employees on existing key positions, what attention is paid to exit interview,in which periodicity is scheduled rotation of employees etc. will complete the results ofindicators ROI correlation on the quality dimension. An important factor is the exami-87
Evaluation of the employee development systemnation of the corporate culture, which is reflected in improved employee performanceto meet the business strategy. That is why we suggest at once calculating ROI in humanresources development actions and evaluating feedbacks from emploees or keyemploees/talent pool employees about the influence of human resources developmenton the company success. Using the questionaire or brainstorming method. Both viewsare the same importance and should be evaluated simultaneously on the regular basis.7. References:1. Armstrong, M. (2007). Rizeni lidskych zdroju. 10. vyd. Praha : Grada Publishing,2007. 800 p. ISBN 978-80-247-1407-3.2. Armstrong, M. (2012). Armstrong´s Handbook of Human Resource ManagementPractice. Twelth edition. London : KoganPage, 2012. ISBN 978-0-7494-6550-6.3. Bach, S. (2005). Managing Human Resources. Fourth edition. Oxford : BlackwellPublishing, Ltd. 2005. ISBN 978-1-4051-1851-4.4. Becker, G. S. (1995). The Essence of Becker . Stanford University : Hoover InstitutionPress, ISBN 10: 0817993428.5. Becker, B., Huselid, M.A., Ulrich, D. (2001). The HRD Scorecard: Linking PeopleStrategy and Performance. Boston : Harward Business Scholl Press, 2001. ISBN1- 57851-136-4.6. Blundell, R. a kol. (1999). Human capital investment: The returns from educationand training to the individual, the firm and the economy. Fiscal studies 20, 1-23.ISSN: 1475-5890.7. Bryan, L. (2007). The new metrics of corporate performance : Profit per employee.McKinsey Quarterly. Spring 2007. McKinsey & Company. New York. [cit.2013-01-21] available on internet http://www.interknowledgetech.com/profit%20per%20employee.pdf.8. Cascio, W.F. (2000). Costing Human Resources: Financial Impact of Behaviour inOrganisation. Boston : PWS Kent - Pub, 2000. ISBN 0-534-91938-3.9. Drucker, P. F. (2004). Fungujici spolecnost. Praha: Management Press, 2004.p.248. ISBN 80-85603-44-6.10. Fitz-Enz, J. (2000). ROI of Human Capital: Measuring Economic Value of Employee Performance.New York: Amacom, 2000. ISBN-10: 0-8144-1332-3.11. Griliches, Z. 1997. The Simon Kuznets Memorial Lectures. Draft October. [cit.2013-01-28] dostupné aj na internete : http://onlinelibrary.wiley.com/doi/10.1111/j.1475-5890.1999.tb00001.x/abstract12. Heckman, J. (1998). What should be our human capital investment policy? Fiscalstudies 19, 103-119. ISSN: 1475-589013. Holton, E.F., Naquin, S.S. (2001). Accountability Systems in Human ResourceDevelopment. Human Resource Development Quarterly 2. ISSN: 1532-109614. Holton, E. & Naquin, S. (2005). A critical analysis of HRD evaluation modelsfrom a decision-88
- Page 2 and 3:
VIA UNIVERSITY COLLEGEDENMARKCREATI
- Page 4:
Table of contentIntroduction . . .
- Page 7 and 8:
the reader toward better perception
- Page 9 and 10:
Enhancing the Global Classroom for
- Page 11 and 12:
Enhancing the Global Classroom for
- Page 13 and 14:
Enhancing the Global Classroom for
- Page 15 and 16:
Enhancing the Global Classroom for
- Page 17 and 18:
Enhancing the Global Classroom for
- Page 19 and 20:
Enhancing the Global Classroom for
- Page 21 and 22:
Enhancing the Global Classroom for
- Page 23 and 24:
Methodology of enterpreneurship tea
- Page 25 and 26:
Methodology of enterpreneurship tea
- Page 27 and 28:
Methodology of enterpreneurship tea
- Page 29 and 30:
Methodology of enterpreneurship tea
- Page 31 and 32:
Methodology of enterpreneurship tea
- Page 33 and 34:
Methodology of enterpreneurship tea
- Page 35 and 36:
Methodology of enterpreneurship tea
- Page 38 and 39: CREATING ENTREPRENEURIAL MINDSETCHA
- Page 40 and 41: A. Ziółkowski, K.Ziółkowskidedi
- Page 42 and 43: A. Ziółkowski, K.ZiółkowskiThe
- Page 44 and 45: A. Ziółkowski, K.ZiółkowskiFig.
- Page 46 and 47: A. Ziółkowski, K.ZiółkowskiFig
- Page 48: 9. ReferencesA. Ziółkowski, K.Zi
- Page 51 and 52: Design of a learning process for SM
- Page 53 and 54: Design of a learning process for SM
- Page 55 and 56: Design of a learning process for SM
- Page 57 and 58: Design of a learning process for SM
- Page 59 and 60: Design of a learning process for SM
- Page 62 and 63: CREATING ENTREPRENEURIAL MINDSETCHA
- Page 64 and 65: T. KurbanowOERs are Massive Open On
- Page 66 and 67: T. Kurbanowdictionaries, word lists
- Page 68 and 69: T. KurbanowDoctor's Degree (28%). 5
- Page 70 and 71: T. KurbanowFig. 3. Categorization o
- Page 72 and 73: T. KurbanowThe next question was re
- Page 74 and 75: T. KurbanowFig. 8. Services and sof
- Page 76 and 77: T. Kurbanownation may rest in the v
- Page 78 and 79: T. Kurbanow2. Britt A.M., & Gabrys
- Page 80 and 81: CREATING ENTREPRENEURIAL MINDSETCHA
- Page 82 and 83: V. Marcinovátime, tomorrow each pe
- Page 84 and 85: V. MarcinováIt is difficult to qua
- Page 86 and 87: V. Marcinovádevelopment. It is evi
- Page 90 and 91: V. Marcinovámaking perspective. Hu
- Page 92 and 93: CREATING ENTREPRENEURIAL MINDSETCHA
- Page 94 and 95: J. Czerna-Grygielate an organizatio
- Page 96 and 97: J. Czerna-GrygielMillward Brown SMG
- Page 98 and 99: J. Czerna-GrygielEducation continui
- Page 100 and 101: J. Czerna-Grygielis the implementat
- Page 102 and 103: J. Czerna-GrygielResearch conducted
- Page 104 and 105: CREATING ENTREPRENEURIAL MINDSETCHA
- Page 106 and 107: H. KrukOther principles connected w
- Page 108 and 109: H. Kruk2014/2015 while some for pre
- Page 110 and 111: H. Krukin programmes in economics f
- Page 112 and 113: H. Krukplaces”, “Fuel and energ
- Page 114 and 115: H. Krukuniversities of technology a
- Page 116 and 117: CREATING ENTREPRENEURIAL MINDSETCHA
- Page 118 and 119: S.BadowskaWith this approach, resea
- Page 120 and 121: 4. Results and discussionS.Badowska
- Page 122 and 123: S.Badowskaown professional interest
- Page 124 and 125: S.BadowskaAn academics’ propensit
- Page 126 and 127: S.Badowskaacademic staff will spend
- Page 128 and 129: S.BadowskaSecondly, tested research
- Page 130 and 131: S.Badowska13. Kruss G. (2012). Reco
- Page 132 and 133: AbstractsAbstractsChapter 1. Bryan
- Page 134 and 135: Abstractstransfer a certain body of
- Page 136 and 137: Abstractsinclude courses concerning