Strateginiai personalo veiksniai gerinant gyvenimo kokybę Lietuvos savivaldybėse.
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The article presents the concept of personnel strategic management, analyzes the models of personnel strategy design, and performs an analysis of Lithuanian local governments’ compliance with strategic requirements in the development of agriculture and alternative activities. The analysis covers two local government activity areas: 1) stimulation of knowledge society development, and 2) improvement of access to the public services. The paper identifies major personnel strategy implementation factors, which are evaluated according to four criteria: task comprehension, implementation speed, skills, and responsibility. The article recommends setting the criteria for evaluating the success factors of human resource strategy implementation, because every strategic goal can have different success factors and different evaluation scales. The development of strategic requirements for organisation personnel and the evaluation of organisation compliance with strategic requirements also have to be related to the criteria. It is suggested that the development of human resource management strategy would include setting strategic goals for staff, evaluation of the importance of every human resource management function for the achievement of strategic goals, selection of implementation methods for each important human resource management function, investigation of investment needs, and development of “need packets” according to the investment efficiency and the strategic importance of human resource management functions. When developing human resource policy, the paper recommends designing systems for evaluation of organising internal factors and external environment future trends, which help to determine quantitative and qualitative personnel needs. It is suggested to establish organisational values, which will be given priority in the future, and the methods for evaluating value parameters. It is recommended to design the system of individual and organisational goal matching. It is determined that Lithuanian local government personnel is responsible for eliminating differences in information infrastructure at different localities; however, the personnel skills in this area are not adequate; therefore, task implementation is stalling. Personnel task comprehension of this activity is only average. Local governments’ personnel are assessed poorly according to task comprehension, implementation speed, and skills in integration of information and public services. The personnel responsibility is assessed better. The local government personnel performs best in understanding and responsibly implementing the tasks in utilization of information technologies in utilities, even though the skills are average in this activity. Local government personnel are assessed poorly according to all criteria in the design of evaluation and control systems of provided social services. Local government personnel’s compliance with strategic requirements in the creation of monitoring systems of socially vulSocialinių mokslų studijos. 2010, 4(8): 109–123. 123 nerable people groups is assessed satisfactorily. Nevertheless, the skills are acceptable in this area. Local government personnel comprehend the tasks of analyzing patient attitudes to the quality of provided services well and responsibly; however, they are performed slowly, because the skills are lacking. The preparation of education institutions’ network development plans is satisfactory, although responsibility is assessed as average.
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