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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