In the last few years, there have been several big changes in the automotive industry, and global automotive supply chains have faced many challenges, mainly due to the COVID-19 epidemic. The virus had several huge impacts on the global market, with different risk management approaches companies and global supply chains needed to adapt to the altered situation. During the second and third wave of the epidemic, several regions and countries were under lockdown for different intervals in order to stop the spread of the virus. Some countries entered lockdown for the first time, and many of them entered lockdown again, as when the first wave occurred. The economy of the Philippines is dependent on electronics-related industries, which faced extraordinary risks from different sources, and these industries suffered severe consequences because of COVID-19. Crucial automotive suppliers outsource their production facilities to the Philippines region, and the dominant semiconductor segments were heavily impaired due to the lockdowns. Electrification in the automotive industry and the spread of electric vehicles is becoming increasingly important due to rapid technological development. The economic shock caused by COVID-19 forced companies in this sector to diversify their supply chain activities in order to stay competitive, minimize the supply chain-related risks and to start recovery processes. The authors analysed the risks, position, opportunities, challenges, difficulties, reactions and solutions of a certain automotive supplier, which was heavily reliant on the Philippines, and Chinese suppliers.

Purpose: The purpose of this paper is to present the possibilities of formal and structural appearances of a job description, with correct content, through corporate examples and the result of a research. Design/methodology/approach: The author in this paper aims to demonstrate the possibilities of the design of job descriptions, based on more than ten-year-long, intense, empirical research of job descriptions (cca. 1,200 examined and analyzed items). Findings: During the research work, a 2D job description sample has been created, mapped from a 3D job description, based on an earlier research. This 2D sample can serve as a good starting point for companies in the creation of new documents. Furthermore, the process of the formal visualization of job descriptions has been described, and structured and semi-structured formal visualization have been illustrated, with corporate examples. Research limitations/implications: A well-visualized job description can lead the employee, the employer and the company as well to comprehension and competence, thus job descriptions become one of the tools of HRD visual management. Practical implications: The aim is to support the job description writing process, which therefore will lead to a well-formed and well-structured, attractive, “living” document. Originality/value: The form and content of a job description, the aims that it serves and the message it conveys really make a difference. 3D job descriptions are under patent design protection in Hungary (Registration Number: 90 806 D0500121).

Over recent decades, the practice of human resource management in the transitional countries of Eastern Europe and in Hungary has changed significantly. Especially in local subsidiaries of foreign-owned companies and in the leading domestic large organizations, HRM has become a strategic function, while in the practice of small and medium-sized enterprises it is less common. COVID-19 hit companies, institutions and individuals unexpectedly, not only in Hungary but also in the more developed regions of the world. This crisis has also highlighted the fact that larger and better prepared organizations and public institutions have found it easier to weather this global human catastrophe. We analyze how the key tasks of HRM have changed during the successive waves, along four hypotheses. Initially, health protection, communication and home-office organization were the focus of the work of human resource professionals. In the second and third waves, securing and retaining staff became more important.

Az élet számos területén folyamatos változás figyelhető meg, különösen így van ez a gyakorlati életben jelenleg is zajló negyedik ipari forradalom kapcsán. Az Ipar 4.0, a technológiai újításai révén, jelentősen megváltoztatja a munkaerőpiacot és a munkahelyeket. Így elkerülhetetlen a jelenleg is zajló és a várható változáshoz való alkalmazkodás, ugyanakkor nehéz megmondani, hogy milyen kompetenciákra lesz szükség ehhez a jövőben. A kutatás célja, az Ipar 4.0 megoldások azonosítása során, a kompetenciaszükséglet változásának meghatározása a vizsgált vállalatokkal készített strukturált interjúk alapján. A kutatás rávilágít arra, hogy a kompetenciacserélődés és azok fejlesztési folyamatai megkezdődtek. Remélhetőleg a feltárt összefüggések további kutatásokat inspirálnak, támpontot szolgáltatnak a munkavállalók fejlesztését szolgáló képzések kidolgozásában, megújításban, valamint a HRM és az Ipar 4.0 területén hasznos információként szolgálnak, segítve a kompetenciafejlesztési és HR-fejlesztési stratégiák kidolgozását és megvalósítását.

The measurement of organizational satisfaction is a popular topic in organizational science; however, less attention is given to organizational happiness. There are very few measuring tools designed to evaluate organizational happiness. While the value-mediating role of higher education is indisputable, to the best of our knowledge, this is the first study to address organizational happiness in the context of higher education. In addition, this study proposes new data-driven approaches to analyze patterns of answers (i.e. regarding individual happiness); therefore, the relationships among individuals, groups, and organizational happiness can be better analyzed. This study is based on survey data; nevertheless, in addition to measuring organizational happiness in Hungarian higher education, this paper proposes using infrequently used data-driven approaches to determine who feels happy/unhappy in what areas.

A koronavírus-járvány rövid időtartam alatt rendkívüli kihívások elé állította a gazdaságot és a társadalmat, ami sajátos megközelítést, újszerű, kreatív hozzáállást igényel a szervezetek vezetőitől. A tanulmány célja, hogy vezetéstudományi szakirodalmak alapján feltárja a COVID-19 pandémia és a humánerőforrás-gazdálkodás kapcsolatát, munkaerő-piaci hatásait, valamint a 2008-2009-es pénzügyi válság és jelen pandémiás helyzet közötti összefüggéseket. A tanulmány fókuszában a szerzők primer kérdőíves kutatása áll, melyben a pandémia HR-re gyakorolt hatásait elemzik 404 szervezet válaszaira alapozva. Vizsgálják a gazdaság és az álláskeresők helyzetét a koronavírus-járvány alatt, illetve a HR-rel kapcsolatos reakciókat méret, szektor és tulajdonforma szerint. A kutatási eredmények alapján, a szervezetek elsősorban reaktív operációs döntéseket hoztak. A legnagyobb különbség a KKV-szektor és a nagyvállalati/multi szektorban jelentkezett.