Modern concepts of human resource management view people as the main competitive advantage of an organization. Smith and Kelly (1997: p. 200) state that "future economic and strategic advantage will rest with the organizations that can most effectively attract, develop and retain a diverse group of the best and the brightest human talent in the market place". This requires the implementation of a set of human resource management activities to support the achievement of the organization's goals not only at the operational but also at the strategic level.
However, the success of any HR practice carries an element of uncertainty. Its implementation depends on factors such as the compliance of the practice with the goals and specifics of the organization, the professional implementation of its inherent tasks, the resources allocated for the implementation of the practice, the management support, the way employees perceive the practice. While these factors can be controlled by the organization, employee attitudes are much more difficult to manage. Therefore, it is necessary to thoroughly study them in order to understand the mechanics of their design and their impact on staff behaviour.
One element in the behavioural process of individuals are values that influence both attitudes and choice of behaviour. The values are subject to the study of numerous sciences – psychology, sociology, anthropology, etc. In the field of human resources management, specific interest pose the work values and their influence on person-organization fit, acceptance of organizational changes, adoption of organizational culture, attitudes towards the work process, relationships with colleagues, attitudes towards human resources management activities in the organization.
The emphasis of the present study is placed on the following relation: "work values - attitudes towards HRM activities". The study of its nature and mechanism of manifestation can serve to profile employees according to their work values, improve the process of planning and implementation of HRM activities, as well as developing an internal communication strategy for managing relationships with employees.
The dynamic development of the aviation sector, its competitive environment and the high requirements to the personnel determine the active application of modern practices in human resources management. In recent years, airports in Bulgaria have been leased for concession, which has attracted large investors in this industry. Along with them, restructurings and other significant changes were made in the airport operators. This put even more emphasis on employees - and the way they perceive changes and new practices in human resource management.
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