HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
Nikolić, N., Cvetković, V., & Ivanov, A. (2023). Human resource development for environmental security and emergency management. In: Scientific-Professional Society for Disaster Risk Management, Belgrade.
Prof. dr Neda NIKOLIĆ
Prof. dr Vladimir M. CVETKOVIĆ Prof. dr Aleksandar IVANOV
SCIENTIFIC-PROFESSIONAL SOCIETY FOR DISASTER RISK MAMAGEMENT, BELGRADE
Belgrade, 2023
Publisher
SCIENTIFIC-PROFESSIONAL SOCIETY FOR DISASTER RISK MAMAGEMENT, BELGRADE
For the Publisher
Prof. dr VLADIMIR M. CVETKOVIĆ
Editor
Prof. dr BOJAN JANKOVIĆ
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Prof. dr VLADIMIR JAKOVLЈEVIĆ Prof. dr SRĐAN MILAŠINOVIĆ Prof. dr BOJANA NAUMOVSKA Prof. dr TONI MILESKI
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©SCIENTIFIC-PROFESSIONAL SOCIETY FOR DISASTER RISK MAMAGEMENT, BELGRADE
ISBN: 978-86-81424-14-8
TABLE OF CONTENT
Preface IX
1. GLOBAL ENVIRONMENTAL CHALLENGES 1
2. ENVIRONMENTAL MANAGEMENT 12
3. SUSTAINABLE DEVELOPMENT 16
4. HUMAN RESORUSE MANAGEMENT
AND ENVIRONMENTAL PROTECTION 20
ENVIRONMENTAL ASPECTS OF HUMAN RESOURCE MANAGEMENT
1.1. Environmental trends in human resource management 37
1.2. Strategic management of human resources
in environmental protection 46
HUMAN RESOURCES IN PROTECTION ENVIRONMENTS OF LOCAL GOVERNMENTS
2.1. Human potential in environmental protection LGUs 71
2.2. Legislative and normative regulation as a support for human resource management of LGUs 79
ENVIRONMENTAL EDUCATION AND DEVELOPMENT IN SERVICE OF THE HUMAN RESOURSE MANAGEMENT
3.1. Development of individual and collective
environmental awareness 95
3.2. Contemporary ecological and educational orientation
in the service of Human Resource Management (HRM) 100
HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
HUMAN RESOURCE MANAGEMENT MODEL IN ENVIRONMENTAL PROTECTION
OF LOCAL GOVERNMENTS
4.1. Key contents of the human resource management
process in environmental protection of LGUs 111
4.2. Model of effective management
of human resources in environmental protection
of local self-government 137
RESEARCH PROCEDURE
5.1. The problem and the subject of research 179
5.2. Research objective 180
5.3. Research hypotheses 180
5.4. Research method 181
5.5. Scientific and social justification of research 183
RESEARCH RESULTS
6.1. Sample 187
6.2. Characteristics of research instruments 187
6.3. Research results of the first group of questions –
characteristics of the organization 189
CONCLUDING CONSIDERATIONS 225
References 235
QUESTIONNAIRE 255
Author’s Biography 261
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PREFACE
In an age where the intricate interplay between human activities and the environment demands careful consideration, “Human Re- source Management in Environmental Security” emerges as a com- prehensive exploration of the dynamic relationship between human resources and environmental sustainability. This academic endeavor seeks to navigate the complexities inherent in managing human cap- ital within the framework of environmental protection. In the pursuit of securing our environment, the traditional paradigms of human re- source management must evolve to meet the challenges posed by cli- mate change, resource depletion, and ecological imbalances.
Globalization introduces an array of new challenges and imposes escalating requirements concerning environmental quality, creating an imperative for innovative solutions. In response, human resource management becomes a proactive force, necessitating the initiation of strategic initiatives aimed at improving the quality of human poten- tial expression through the thoughtful allocation and maximization of resources. The complexity inherent in determining coordination and subordination in the functioning of the environment alongside oth- er systems is defined by a strategic conflict. This conflict is intricate- ly conditioned, on one hand, by the economic needs of local govern- ments striving for progress and, on the other hand, by the imperative of ensuring the sustainability of the environment. Human resources management emerges as a pivotal link in addressing, navigating, and ultimately overcoming this intricate strategic conflict.
The term “human capital” is inextricably linked to Human Resourc- es, serving as a nuanced reflection of their physical, spiritual, and emo- tional characteristics. The result of engaging human resources in the environment transcends mere utilitarianism and could not hitherto be
HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
accurately identified with their overall resources. Detecting, targeting, and engaging the latent human potential in environmental protection emerges as a profound challenge, requiring a multidimensional ap- proach. Provided it is secured by robust environmental support, the “human capital” owned by a unit of local government transforms into a potential driving force of high-value performances within the envi- ronment and the jurisdiction covered by the local government.
The role of human resources in environmental protection is not just significant but indispensable. Consequently, there is an immense need to focus on comprehending the behavior of human resources and iden- tifying opportunities for their holistic development. This emphasis is crucial as it positions human resources as a decisive factor influencing and affecting the continuity in achieving environmental sustainability. Human resources within local governments are dynamic entities ca- pable of learning, expressing the ability to create, acquire, and trans- mit new knowledge and concepts. They do so successfully by adapting these innovations to their neighborhoods, their environment, and their overarching intentions. In line with the previously stated premises, there exists a pressing need for a scientific breakthrough in the mod- eling of human resources. This breakthrough aims to position human resources as the true value of each respective local government, both concerning the integrity of the scope of their business activities and, especially, when it comes to environmental protection. This study rep- resents a significant step in that transformative direction. The created model of human resource management in environmental protection is not just a theoretical construct; it’s a pragmatic concept that funda- mentally alters the character of the basic assumptions about human resources for the environment. This initiative marks the initiation of a change in the established context, setting the stage for a more sustain- able and environmentally conscious future.
This book is a collaborative effort that brings together scholars, re- searchers, and practitioners to shed light on the multifaceted dimen- sions of human resource management in the context of environmental security. By delving into theoretical frameworks, empirical studies, and practical applications, it endeavors to provide a holistic under- standing of how human resources can be strategically leveraged to ad- dress environmental issues. The chapters within this volume address a spectrum of topics, including motivational factors for environmental stewardship, sustainable resource management, and the role of local
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Preface
self-government in mitigating environmental externalities. Through rigorous academic inquiry and thoughtful analysis, the contributors contribute to the growing body of knowledge that informs both schol- arship and practical approaches to human resource management for environmental sustainability. We extend our heartfelt appreciation to the authors who have dedicated their expertise to this scientific field, the reviewers whose insightful feedback enhanced the quality of the content, and the contributors whose diverse perspectives enrich the discourse. We hope that the insights presented in these pages stimu- late critical thinking, inspire innovative solutions, and contribute to the ongoing dialogue on the crucial intersection of human resource management and environmental security.
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1. GLOBAL ENVIRONMENTAL CHALLENGES
“Think global-act locally” – just a few slogans are more familiar than this one. It Is so familiar that its original use is almost forgotten. It is true that this slogan unites some of the most important beliefs shared by those who advocate environmental protection, regardless of differ- ences between them. It does not imply only a strong link between the local and the global, but it also suggests that the environmental action must be understood as a bottom-up process, initially and most impor- tantly from a local point of view.
The science of understanding environmental changes emerged in the 19th century and was named Ecology by the German biologist Haeckel (1866). Ecology has brought recognition of natural systemic phenomena connecting life forms such as food chain, evolution, and the place of man in nature. Historically, George Perkins Marsh’s Man and Nature, is considered the first ecological book that uses empiri- cal data in order to prove the effects of man on nature. Yellowstone was proclaimed the first National Park in 1872, and the British Royal Bird Protection Society became the first pressure group. Other im- portant works related to environment were publishedin the end of the 19th and during the 20th century, but their influence was not so widely known and recognized.
In the early decades of the 21st century, it can be said that people are faced with unprecedented environmental challenges in history. For the most part, as a result of human activities, life on Earth met the largest extinction of many species not known before the dinosaur era, 65 million years ago. Some estimates suggest that more than 100 spe- cies are exterminated every day and that this figure can be increased two to three times in the next decades. The Natural resources are being exploited, population grows every day enormously. Moreover, at the same time, different parts of the world facevarious challenges.
HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
Globalization became the reality of humanity, but also the subject of wholehearted study in the late eighties and early nineties of the 20th century. “Until that period, the term globalization was primarily used to denote a concrete, specific phenomenon in the modern economy
– unification of separate product sales markets of large international companies and in accordance with a corporate strategy aimed not at conquering one national or foreign market, but at acting on all mar- kets, i.e. . on a global scale.
Globalization essentially represents the process of unique design of social development and, at the same time, the market environment at all levels of the economy, in every historical epoch… The impacts of globalization are numerous. We highlight: a) globalization affects the growing connection and reciprocity of states and peoples in var- ious spheres of human activity, which in the perspective leads to the formation of a global society, the formation of a unique civilization;
b) globalization affects the establishment of the world financial and economic space, world-scale markets, the merging of separate econ- omies into a global system with uniform rules for all; c) globalization affects the development of the information revolution, which leads to the creation of a world social network based on the latest media and computer technologies; d) globalization affects the changed functions of the state, the “loosening’’ of national borders, their increasing transparency with the simultaneous significant growth of the role and sphere of activity of transnational organizations; f) globalization af- fects the spread of the ideology and politics of globalism… that is, the tendency to use the ongoing objective processes for subjective goals
– for the purpose of forming a new world order based on the principle of unipolarity.”1 Globalization brings, in addition to positive impacts, very specific negative impacts, especially expressed through various
1 Zečević M., Nikolić N., Globalization and competitiveness, University of Kragu- jevac (Faculty of Technology – Čačak), Čačak, 2012, page: 31; Cvetković, M. V. (2016). The impact fo demographic factors on the expetation of assistance from the police inn natural disaster. Serbian Science Today, 1(1), 8-17; Cvetković, M. V., Lipovac, M., & Milojković, B. (2016). Inquiring of knowledge of secondary school students as an element of flood preparedness. Journal for social scienc- es, TEME. Cvetković, V. (2014). Analysis of spatial and temporal distribution of volcanic eruptions as natural disasters. NBP–Journal of criminalistics and law, 2(53), 2014; Cvetković, V. (2014a). Geoprostorna i vremenska distribucija vul- kanskih erupcija – Geospatial and temporal distribution of volcanic eruptions. NBP–Žurnal za kriminalistiku i pravo, 2(2014), 150-165.
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
types of crisis events. The global danger of anthropogenic and natu- ral disaster is transparent and real today. This is supported by major natural disasters in America, South-East Asia, the chemical disaster in Seves (Italy, 1976), then in Bhopal (India, 1984), in Basel, Switzer- land (“Sandoz” chemical complex, 1986). year) and nuclear disasters in Harrisburg (USA, 1979), Chernobyl (Ukraine, 1986), Japan (Fukus- hima, 2011), etc.2 Such natural disasters and changes that occur in the environment due to the influence of globalization, caused the appear- ance of new features of the functioning of organizations, both public and private, different from the functioning in earlier stages of evolu- tion. Observing globalization as a modern stage of development, i.e. as a higher stage of internationalization, it becomes an integral part not only of economics but also of other social and technical sciences, especially ecology.
Of course, the process of globalization in the modern sense implies a constant review of the environmental problems of the 21st century, such as damage to the ozone layer, global changes in climate condi- tions, the emergence of new diseases and large-scale epidemics, inad- equate waste disposal, as well as high levels of pollution in all media, etc. The general improvement in preventing so much pollution is re- flected, primarily, in eliminating the causes of pollution by involving human resources (employees and the population of all ages), their ed- ucation, information and motivation, so that each individual, each lo- cal self-government, and then each national state, contributed to the development of environmental quality at the global level.
2 For more information, see: Petrović N., Environmental Management, Univer- sity of Belgrade (Faculty of Organizational Sciences), Belgrade, 2012; Cvetković, Vladimir, and Luka Čaušić. “Zbirka Propisa Iz Oblasti Vanrednih Situacija.” Naučno-stručno društvo za upravljanje rizicima u vanrednim situacijama, 2022; Cvetković, Vladimir, Aleksandar Dragašević, Darko Protić, Bojan Janković, Neda Nikolić, and Predrag Milošević. “Fire Safety Behavior Model for Residen- tial Buildings: Implications for Disaster Risk Reduction.” International Journal of Disaster Risk Reduction 75 (2022): 102981; Cvetković, Vladimir, and Slavol- jub Dragićevic. “Spatial and Temporal Distribution of Natural Disasters.” Jour- nal of the Geographical Institute/ Geographical Institute “Jovan Cvijić” 64, no. 3 (2014): 293-309; Cvetković, Vladimir, Marina Filipović, and Vladimir Jakovl- jević. “A Survey of Subjective Opinions of Population About Seismic Resistance of Residential Buildings – Ispitivanje Subjektivnog Mišljenja Populacije O Seiz- mičkoj Otpornosti Stambenih Zgrada.” J. Geogr. Inst. Cvijic 67, no. 3 (2017): 265-78; Cvetković, Vladimir, Marina Filipović, and Vladimir Janjić. “upravljanje rizicima u oblasti nuklearne bezbednosti.” Naučno-stručno društvo za upravl- janje rizicima u vanrednim situacijama, 2018.
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Globalization clearly shows the conflicts of social and economic de- velopment. The solution requires changes in the way people live and interact with the environment, fundamentally, cardinal changes in tra- ditional forms of social consciousness. We are witnessing a constant fear conditioned by a threat such as a global ecological disaster (fear of a nuclear disaster, global warming, pollution, etc.).3 The consequences of the realization of global trends, created on the basis of the careless- ness of mankind and increased terrorist aspirations, by the abuse of development and transfer of technology, are increasingly a threat and in the end, can end in the form of omnicide4. We can hardly remain in- different to the fact that environmental protection is still not important enough for a large part of humanity. The disappearance of the human population seems like a distant but possible global threat. Prevention for the sake of its survival, which to the greatest extent implies aware- ness of the necessity of environmental protection, forms the core of the noosphere5 opinions. It is a new evolutionary state, towards which we strive and in which the rational activity of man is the most important and decisive factor in its development, and in which people become an irreplaceable resource.
3 Cvetković, Vladimir, Jasmina Gačić, and Davor Petrović. “Spremnost Stude- nata Kriminalističko-Policijske Akademije za reagovanje na prirodnu katastrofu izazvanu poplavom u Republici Srbiji.” Ecologica 22, no. 78 (2015): 302-08; Cv- etković, Vladimir, Roder Giulia, Ocal Adem, Filipović Marina, Janković Bojan, and Noji Eric. “Childrens and Youths’ Knowledge on Forest Fires: Discrepancies between Basic Perceptions and Reality.” Vojno delo 70, no. 1 (2018): 171-85; Cv- etković, Vladimir, and Lazar Grbić. “Public Perception of Climate Change and Its Impact on Natural Disasters.” Journal of the Geographical Institute Jovan Cvijic 71, no. 1 (2021): 43-58; Cvetković, Vladimir, and Aleksandar Ivanov. “Compar- ative Analysis of National Strategies for Protection and Rescue in Emergencies in Serbia and Montenegro with Emphasis on Croatia.”; Macedonia and the Bal- kans, a hundred years after the world war I –security and euroatlantic inte- grations 2 (2014): 203-19; Cvetković, Vladimir, Vladimir Jakovljević, Jasmina Gačić, and Marina Filipović. “Obuka građana za reagovanje u vanrednim situ- acijama.” Ecologica 24, no. 88 (2017): 856-82; Cvetković, Vladimir, and Bojan Janković. “Private Security Preparedness for Disasters Caused by Natural and Anthropogenic Hazards.” International Journal of Disaster Risk Management 2, no. 1 (2020): 23-33.
4 Omnicide is defined as the general killing of people as a result of nuclear and
environmental disasters.
5 The noosphere comes from the Greek word noos, which means reason, sphere. The term noosphere was introduced by the French scientists Lerna and Chardin in 1927.
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
We view globalization as a “multidimensional process”. In addition to the economic, social, institutional, infrastructural, political, ideo- logical, cultural, military and geostrategic aspects, it particularly em- phasizes its ecological dimension, expressed as “a global danger from an ecologically destructive way of production (depletion of raw mate- rials, pollution, climate disturbances) that calls into question the con- tinued survival of the world.””6
For this reason, it is necessary to clearly define the essence, that is, the starting point and basic concepts of such global changes in the en- vironment today. The environment, ecology, sustainable development and people represent the most important subjects of the future “man- ageable” development of the planet. We find the roots of environmen- tal protection in the original term “nature protection”. The term envi- ronment is interpreted very broadly – as everything that surrounds us. “The environment is a set of natural and created values whose complex interrelationships make up the environment, that is, the space and conditions for life.”7 Initially, the interaction of living systems with the environment and their mutual influence was studied, which brought great changes that led to further studies of the interaction of man and the environment. First, in 1869, Ernst Haeckel defined ecology as a sci- ence “that studies the relationships of animals to the surrounding or- ganic and inorganic environment, as well as the relationships in which animals come to other animals and to plants.” By expanding this initial definition, we arrive at the most general and accepted concept of ecol- ogy as “the science that studies mutual relations between organisms and their environment”. Ecology has its many divisions, but this topic places importance on general (especially its differentiation in the form of global ecology), as well as human ecology with a special emphasis on social, cultural and urban ecology (determined by the specifics of the locality).
The development of humanity resulted in a merciless relationship between man and nature. The realization that there is no spare plan- et and that something significant must change in order to protect it, led to the emergence of a new direction of development, the so-called sustainable development. Sustainable development is a determinant of progress in all spheres of human life and work. It is “development that meets the needs of the present without jeopardizing the ability of
6 Zečević M., Nikolić N., Opus citatum, p. 34.
7 Law on Environmental Protection (“Official Gazette of RS”, No. 135/2004) Art. 3
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
future generations to meet their needs.”8 The global character of sus- tainable development is conditioned by the environment, on the one hand, and the intensive development of globalization, on the other. Most authors see the strategy of transition to sustainable development as overdue. However, it proved to be an adequate response to society’s inconsistent relationship with nature. Adequate use of natural resourc- es implies knowledge of natural limitations, which are reflected in the maximum permitted disturbance of the local or global ecosystem (bio- sphere9). The essence of such an interpretation of the sustainability of the biosphere is reflected in its ability to function, develop and recover after being damaged by a negative impact. Finally, the global transi- tion process with the aim of achieving sustainability and development of the environment implies the harmonization of nature and society according to the limits of carrying capacity10 biosphere. Modulations arise in the way of realizing the set goal, and according to the differenc- es conditioned by localities and their numerous features.
The transition to sustainable development implied a pronounced ecological character, which is clearly visible in the idea realized in 1982. Then, at the Conference in Nairobi, the concept of sustainable develop- ment was mentioned for the first time, which during the eighties of the 20th century grew into the need to define the concept of sustainable de- velopment. The term itself was finally adopted by the Bergen Declaration in Bergen in 1990, at the Ministerial Conference. At the United Nations Summit on Environment and Development (UNCED), held from June 3 to 14, 1992 in Rio de Janeiro, the issue of development and environ- mental protection was closely related. At the Summit, in addition to the basic document – the Declaration on the Environment and Development (the so-called Rio Declaration, which included 27 principles) and several other relevant documents related to segmental areas of the environment
8 Brundtland G. H., Our common future: report of the World Commission on Environment and Development, Oxford University Press, Oksford, 1987, p. 4.
9 By definition, the biosphere is the space of the Earth where living beings (plants, animals and humans) live. It represents a unique and complete system of the planet, and it includes: the atmosphere (part of the biosphere in which we can still find certain forms of microorganisms), the lithosphere (the loose or rocky part of the Earth’s surface) and the hydrosphere (water surfaces on Earth). 10 “Carrying capacity refers to the level of population and consumption activi- ties, both human and animal, that the available natural resource base can sup- port without depletion.” Source: Harris M. Jonathan, Economics of environ- ment and natural resources – a modern approach, second edition, Datastatus, Belgrade, 2009, page: 6
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and sustainable development, the Sustainable Development Action Plan for 21 century, which is called Agenda 21, and which, in all 40 chapters, gives recommendations for the management of natural resources and highlights a number of ecological thematic units that are of enormous importance for the further development of humanity (management of biotechnologies, waste, etc.).11
In 2002, the World Summit on Sustainable Development (WSSD) was held in Johannesburg. This happened exactly ten years after the first such gathering in Rio, where statesmen and leaders of more than 100 countries met to raise and resolve important political issues related to all aspects of sustainable development, but also to demonstrate how much progress has been made since the First World Summit held in Rio in 1992. Then 2005 was marked as the beginning of the decade of transition towards sustainable development. WSSD documents recommend direct- ing the process of globalization by moving towards sustainable develop- ment. Many global processes during the implementation of that recom- mendation could receive new content, which fundamentally affects the development of globalization and the solution of global contradictions and problems.12
The Serbian delegation also participated in the United Nations con- ference “Rio 20 plus”, which was held in 2012 and which the organ- izers called the “Country Summit”. The emphasis was on the “green economy” in sustainable development and the institutional framework for sustainable development.
At the UN General Assembly for the Environment (UNEA 1), which was held in Nairobi in 2014, as the largest gathering in the field of the environment, a global policy was created and decisions were adopted for the next period. The emphasis was on the topic “Sustainable de- velopment goals and development agenda after 2015, including sus- tainable production and consumption”. Unfortunately, our competent ministry did not have its representative.
As can be seen from the above, humanity is today on a global basis di- rected to search for a balance between the goals of economic growth and development and the environment, the outcome of which is a paradigm
11 Stojić–Karanović E., Petrović D., Danube Strategy, Institute for International
Politics and Economy, Belgrade, 2010, page: 98
12 Sustainable Development of Serbia & Our Common Future & National Sus- tainable Development Strategy, Ministry of Science and Technological Develop- ment, Belgrade, 2009, pages: 12–13
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(in the sense of a model according to which something is built and created) addressed as sustainable development which it must correspond to the economic and ecological will of a society (state), channeled into priorities (development goals) in areas where the emergence of favorable develop- ment opportunities is expected, which are emitted by the business and overall social environment, but also opportunities that are comparable to the existing values of the environment. Sustainable development must envisage both more effective development activities in a short period of time (ensuring the existence of participants in the development process) and more effective activities in a long period of time (ensuring the sus- tainability of economic development while raising the quality of the envi- ronment). In other words, common points of support must be foreseen,
i.e. established, in which the main participants are, on the one hand, the increased output of products (physical goods and services), and on the other hand, the sustainable values of the environment (expressed in the form of fertile land and systems water, natural ecological systems, for- ests, fishing grounds and others). Sustainable development must create a symbiosis of production energy and environmental energy, conditionally speaking, “with full awareness of the existence of responsibility towards current and future generations”13, that is, the challenge that illuminates the management aspect (concerning the need to realize efficient, ef- fective and profitable business) and the ecological aspect (realization while respecting natural limitations).
Taking into account all the contextual premises mentioned here, it can be said that “sustainable development is a process of changes within which the exploitation of resources, the direction of invest- ments, the orientation of technological development and institutional changes are in harmony and enable, through successful management, the use of current and future potentials, in order to human needs and aspirations have been met.”14
Considering that in this dissertation we investigate the problems of sustainable development and environmental protection systems, primarily related to the situation in the local self-governments of the Republic of Serbia, we will highlight the definition given in the Na- tional Strategy for Sustainable Development of the Republic of Serbia: “Sustainable development is defined as a long-term concept … which…
13 Ibidem
14 Strategy of local sustainable development, Permanent Conference of Cities and Municipalities, Belgrade, 2005, page: 6.
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implies constant economic growth which, in addition to economic ef- ficiency, technological progress, more clean technologies, innovation of the whole society and socially responsible business, ensures poverty reduction, long-term better use of resources, improvement of health conditions and quality of life and reduction of pollution to a level that can to withstand environmental factors, prevent new pollution and preserve biodiversity”.15
The aforementioned statements and reflections on the relevance of sustainable development for the entire population of our planet caused the emergence of the concept of sustainable development. The concept of sustainable development implies “coordinated, continuous, bal- anced, i.e. permanently possible development, which should express the social and human need for development that would ensure greater well-being, but would not lead to a disruption of the ecological balance in the environment in such a way that future generations have less chances of survival than the current ones. It is a development that en- ables the improvement of the technological basis of work, the increase of social wealth… while at the same time preserving the environment for the survival of current and future generations”.16
Sustainable development implies, in its original meaning, cohesion and unity in the realization of three groups of goals related to achiev- ing sustainability 17:
• in the economic sense, i.e. achievement of continuous economic
growth, without inflation and increase in external debt;
• on the social level, by eliminating poverty and all forms of social pathology;
• on the ecological level, that is, when using natural resources and the environment.
• Sustainable development has its basic principles of sustainability.18
15 Sustainable Development of Serbia & Our Common Future & National Sus- tainable Development Strategy, Ministry of Science and Technological Develop- ment, Belgrade, 2009, pages: 49–50
16 Milojević V., Sustainable development and quality of life, Teme, issue 3, Niš, 2006. Listed by: Premović J., Arsić Lj., Boljević A., Ecological economy in the func- tion of sustainable development, Ecologica, issue 66, Scientific and professional so- ciety for environmental protection of Serbia “Ecologica”, Belgrade, 2012, page: 245. 17 Sustainable Development of Serbia & Our Common Future & National Sus- tainable Development Strategy, Ministry of Science and Technological Develop- ment, Belgrade, 2009, pages: 36–40.
18 Ibidem, pages: 63–64. More details in the monograph: National Environmental Protection Program, Ministry of Science and Environmental Protection, Belgrade,
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– The precautionary principle implies that it is best to prevent what would otherwise have to be treated.
– The principle of risk implies an assessment of the impact of all planned actions before their implementation in order to prevent or minimize any risk of negative impact on the environment.
– The principle of cause implies that we base future develop- ment on the basis of removing the cause, not treating the con- sequences.
– The principle of new valuation of the environment, in fact, im- plies a new multidisciplinary, ethical approach, moderate in the use of natural resources and oriented towards a different, sustainable future.
– The principle of changing the way of behavior is a necessary condition for the implementation and realization of sustaina- ble development because it represents the creation of a new, protective relationship between man and the environment.
– The principle of changing the way of consumption refers to preventing the enormous development of the consumer men- tality and turning to alternative recycling raw materials in or- der to preserve natural resources.
– The principle of establishing new demographic institutions refers to the compliance of sustainable development with de- mographic changes through institutional action on the popu- lation of environmental protection programs.
The value of the researched development settings and environmen- tal requirements indicates the relevance of the fact that sustainable development is set as a concept whose systemic characteristics reflect the connection and balance of the economy, ecology and social sphere,
i.e. the solution of socio-economic tasks in combination with the pres- ervation of a favorable environment and natural resource potential.
Following the latter thought construction, we highlight the position that opens up space for the following thought description: in order for sustainable development to take root to its full extent, we cannot observe it independently of education, because any development, even sustainable, which can be said to be “quiet” or peaceful, not revolu- tionary, implies education, improvement and transfer of knowledge. The last decade has been marked by the aspiration towards “organiza-
2003, pages: 17–22.
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tions that learn” and conditioned, as Orlić points out19, the emergence of multinational organizations, and thus the need for international personnel management and specialized knowledge.
Sustainable development, as a global concept, seen in this way, in the perspective of education and its development potential, sees an increase in efficiency and maximization of well-being. The goals and tasks for the restructuring of education were defined precisely on the basis of the position that information and new knowledge play an in- creasingly important role in socio-economic processes.
It is necessary to bear in mind the significant differences in the en- vironmental education of the population in Serbia compared to the USA, the EU and other developed countries, where the concept of sus- tainable development must be covered by valid contents of economic development components and environmental components.
“The components of economic development must be seen through the achievement of: a competitive market economy, balanced econom- ic growth based on knowledge and infrastructure development.” En- vironmental components must be seen through the achievement of: environmental protection (from pollution and waste) and rational use of resources (air, water, soil, mineral resources, forests, biodiversity). The interdependence of the stated groups of goals must be related to social inclusion, which includes: human resource development, health, education, social cohesion and regional development. In order for the connotation of the mentioned components of the target determina- tions of economic development, environment and social inclusion (as an environment without whose qualitative structural elements /which we have enumerated/ there could be no action towards sustainability), could be located in the zone of positive outcomes, it it must be institu- tionally covered.”20
19 Orlić, R., Kadrovski Menadzment, Zoran Damnjanović and Sons, Belgrade, 2005.
20 Adjusted to: Jezimirović I., Actively for sustainable development, Environ- mental Protection Engineers, Novi Sad, 2013, page and slide: 8
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2. ENVIRONMENTAL MANAGEMENT
The environmental management system (EMAS) as an economic category represents a structural framework for managing significant environmental impacts in organizations. Environmental management largely represents risk management (in the further part of the text we open a discussion about risks). Namely, in uncertain conditions, risk assessment can help balance technological development and socie- ty’s need to protect the environment. In the preceding sentence, the range of issues arising from the statement may prompt discussion in economic, organizational, environmental, sociological, legal, and pos- sibly other aspects.
Environmental management is undoubtedly a complex process. A process that requires regulation, organization, coordination, control and in general all the necessary elements that are part of the phe- nomenon of management as a concept. The distribution of activities related to the environment are driven by many activities, such as: the existence of complex and unpredictable conditions related to the envi- ronment, the presentation and normalization of regulation related to the environment, the increase of concern about the conditions related to the environment, the necessity of better management of resources (especially non-renewable ones) as well as reduction of pollution, etc.
Environmental management can be defined as a complex mech- anism that includes many important issues, products and services, functional strategies and organizational systems. It is considered a methodology for maintaining the operations of the organization in order to ensure that they are carried out in a manner that bears re- sponsibility for the protection of the environment. It can also be un- derstood as the reasonable use and management of resources in an economically effective and sustainable manner.21
In practice, methodological procedures have been developed when it comes to the environment, such as: environmental impact assessment (EIA); conducting supervision over processes related to the environment; substance flow analysis, (observation of relevant environmental indicators) as well as environmental management
21 Wang, H. X., & Wu, W. (2013, May 14). A Review of Environmental Managment systems in Global Defence Sectors. American Journal of Environmental Science, 9 (2), pages: 1-2. Accessed May 17, 2013 од http://www.thescipub.com/ajes.toc
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systems. Standardization of these processes is present at the global level, I would say necessary. Regarding Environmental Management Systems, standards have been established regarding this tool such as: British Standard 7750 (BS7750), Eco-Management and Audit Scheme (EMAS), as well as ISO14001 (NHDES)22. Later, the new British standard was issued and promoted, which refers to the phased im- plementation of environmental management systems. This standard represents a norm for the gradual adoption and implementation of EMS and the possibility to achieve qualified recognition for ISO14001 and registration for EMAS.
The last mentioned standard (EMAS) provides a systematic and integrative organizational framework in order for a certain organiza- tion to carry out activities aimed at realizing its primary activity while ensuring the practice of environmental protection. In this sense, it takes care of: ensuring the normative assumptions for environmental protection; determination of the policy of protection of ŽS; establish- ing clear goals in providing these activities; identifying aspects and impacts to the environment; aggravation of pollution and activities with harmful consequences; training and observation, inspection and control of the implementation of the environmental management sys- tem; communication with the public; evaluation of the policies of pro- tection of ŽS; documenting environmental management procedures; and constantly reassessing and improving management practices. (Standardization, n.d.) This standard provides the organization’s management with a structural framework for identifying, assessing, managing and improving environmental performance. By the term organization is meant a company, enterprise, firm, business, author- ity or institution, or as part or combination, whether incorporated or not, public or private, having its own functions and administration.
The non-mandatory application of this standard is a drawback, but it still speaks of a process of gradual adoption and moving forward. And in this sense, a significant number of countries in many sectors already have it or are in the process of implementation. Military or- ganizations on a global level, and especially the defense systems of NATO member states, already use it to a large extent. In this sense, the Millennium Goals of the United Nations adopted at the Summit
22 Wang, H. X., & Wu, W. (2013, May 14). A Review of Environmental Managment systems in Global Defence Sectors. American Journal of Environmental Science, 9 (2), page: 165. Accessed May 17, 2013 од http://www.thescipub.com/ajes.toc
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in Johannesburg in 2002 emphasize the importance of including the defense sector in the implementation of the stated standards. Un- doubtedly, defense capabilities have a key place in providing assump- tions towards securing the environment from threats and the totality of harmful impacts (more on the role of organized defense concepts in the section of this paper entitled “National Security” and “the road to environmental security”). Basically, it is about the possibility through military activities to cause processes of soil erosion, noise, air pol- lution, endangering flora and fauna, eco-systems and environmental degradation, which can cause effects of disruption to people’s health and safety. The indirect effect of arms production by engaging eco- nomic potentials is also another dimension of the problem.
But back to management. The last years of the 20th century have witnessed the proliferation of institutions responsible for transna- tional management in environmental policies, both territorially and content-wise. However, it is notable that in the 1999 UN Human Pro- gress Report (UN, 1999: Section 5.1, p.98), global governance as a whole appears to have taken a step back from the ‘global governance architecture’ established by The Second World War, because basically global governance is not an option – but an imperative for the 21st century.
The goals achieved by managing the quality of the environment do not deviate from the general goals of the need to protect the environ- ment. In a global sense the issue of global governance becomes so large in the context of increasing economic globalization, exacerbat- ing the macro-scale of environmental problems, adding new pressure to existing spheres of regulation from migration, wars and natural disasters.23 Therefore, the idea of global governance in such condi- tions is given a new sense of urgency based on these problems.
23 Cvetkovic, Vladimir M., Nemanja Boškovic, and Adem Öcal. “Individual Citizens’ Resilience to Disasters Caused by Floods: A Case Study of Belgrade.” Academic Perspective Procedia 4, no. 2 (2021): 9-20; Cvetković, Vladimir M., Tatjana Bugarski, and Jovana Martinović. “The Predictive Model of Citizens’ Attitudes About the Risks of Introducing Death Penalty in the Serbian Crimi- nal Justice System.” NBP. Nauka, bezbednost, policija 27, no. 2 (2022): 7-43; Cvetković, Vladimir M., Slavoljub Dragićević, Marina Petrović, Saša Mijalković, Vladimir Jakovljević, and Jasmina Gačić. “Knowledge and Perception of Sec- ondary School Students in Belgrade About Earthquakes as Natural Disasters” Polish journal of environmental studies 24, no. 4 (2015): 1553-61; Cvetković, Vladimir M., and Bogdan Filipović. “The Survey of Citizen Attitudes toward Pre- paredness for Disasters Caused by Wildfires: Case Study: Prijepolje.” Žurnal za
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When it comes to management in terms of environmental prob-
lems, the following questions are usually discussed:
– The need to establish stable economies, increase the efficiency of the use of resources, improve social justice in terms of the distribution of benefits and burdens;
– The need to effectively prevent global warming;
– Creation of rules for the protection of the world’s forests;
– Actions to relocate the population as a result of environmen- tal and other types of crises; and
– Creation of complementary rules of conduct of transnational organizations.
In terms of global environmental management in the context as we mentioned in the previous section, the United Nations Organization with its programs shows itself to be a global player that is the most ac- tive in analyzing as well as solving a large part of the issues related to the environment. For the management of the quality of the environ- ment, it is necessary to organize a special observation system that will indicate the changes and conditions that occur under the influence of anthropogenic activity. The organized system implies the involve- ment of several institutions, organizations, at several levels, both horizontally and vertically. The organized system, also called environ- mental monitoring, provides monitoring of: the nature of pollutants, quality, sources, their effects on the biotic and abiotic components of the environment, forecasting and targeting of protective measures. The monitoring of these conditions is associated with a great engage- ment of several entities, starting from the lowest level of organization in a work organization, settlement, municipality, city and finally in the whole country.24 Connecting this system between countries would
bezbjednost i kriminalistiku 2, no. 2 (2020): 11-24; Cvetkovic, Vladimir M., and Marina Filipovic. “Examination of Students’ Attitudes About the Introduction of a Course” Safety Culture” in Secondary Schools.” Kultura polisa 15 (2018): 277. 24 Cvetković, Vladimir M., and Kristina Marković. “Examining the Impact of De- mographic and Socio-Economic Factors on the Level of Employee Preparedness for a Disaster Caused by Fires: A Case Study of Electrical Power Distribution in Serbia.” (2021); Cvetkovic, Vladimir M., and Jovana Martinović. “Innovative Solutions for Flood Risk Management.” International Journal of Disaster Risk Management 2, no. 2 (2020): 71-100: Cvetković, Vladimir M., and Boban Milo- jković. “The Influence of Demographic Factors on the Level of Citizen Awareness of Police Responsibilities in Natural Disasters.” Bezbednost, Beograd 58, no. 2 (2016): 5-31; Cvetkovic, Vladimir M., Adem Ocal, Yuliya Lyamzina, Eric K. Noji, Neda Nikolic, and Goran Milosevic. “Nuclear Power Risk Perception in Serbia:
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also help in determining a methodology for monitoring the problem at a regional or global level.25
3. SUSTAINABLE DEVELOPMENT
The paradigm of sustainable development is multisectoral in the bureaucratic mechanism and interdisciplinary in academic research and scientific systems. However, when we talk about sustainable de- velopment, we mostly talk about the connection between economic development and environmental protection.
According to Ban Ki-moon “security everywhere depends on sus- tainable development”. Issues that are also accepted here as threats to security at the global level, and have the potential to threaten every- one’s individual security, also refer to: combating climate change, cre- ating stable economies, reducing poverty, developing the global south, ensuring stable and reliable access to energy resources everywhere.
The issue of environmental security and the issue of sustainable development are closely related and mutually complementary. The idea of sustainable development was first used in the Strategic World Report on Nature Conservation adopted by the International Union for Conservation of Nature, published in 1980. In 1983 the term was reused by Brandt’s Commission on Common Crises, which in fact was a precursor to, and in many ways laid the foundations for, the report “our common future”.26
Fear of Exposure to Radiation Vs. Social Benefits.” ENERGIES 14, no. 9 (2021); Cvetković, Vladimir M., Marko Radovanović, and Srđan Milašinović. “Komu- nikacija O Rizicima Od Katastrofa: Stavovi Građana Srbije.” Sociološki pregled 55, no. 4 (2021): 1610-47. Cvetković, Vladimir M., Marko P. Radovanović, and Srđan M. Milašinović. “Disaster Risk Communication: Attitudes of Serbian Citi- zens.” Sociološki pregled 55, no. 4 (2021): 1610-47. Cvetković, Vladimir M., and Vanja Šišović. “Capacity Building in Serbia for Disaster and Climate Risk Edu- cation.” Available at SSRN 4575350 (2023); Cvetković, Vladimir M., and Maja Svrdlin. “The Vulnerability of Women from the Consequences of a Natural Dis- aster: A Case Study of Svilajnac.” Bezbednost, Beograd 62, no. 3 (2020): 43-61.;
25 Mulev, Miko. (1997). Environmental protection. Skopje: Worldbook, p.275-284.
26 Azapagic, A., Emsley, A., & Hamerton, I. (2003). Polymers, the Environment and Sustainable Development,. Во I. Hamerton (Ур.). The Atrium, Soutern Gate, Chicheste: John Wiley &Sans Ltd., p 2.
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According to Joachim Spangenberg, the dimensions of social and institutional changes that are required to realize the “sustainable de- velopment” paradigm are set and are aimed at their realization in this century. It is pointed out that not only is the paradigm predisposed to conceptions of distributive justice (between people now living and those not yet born, and between those living now, but between those in the “rich north” and those “ from the poor south”), but also that the actual establishment of this paradigm in practice will inevitably lead to social conflicts, whereby the distribution of justice (in the sense pre- viously stated) must be demonstrated to constantly point out what is wrong in every step of the way to change.27
The World Commission on Environment and Development at the request of the UN raised questions and attracted the world’s attention with: the well-being of the environment, economies and people that are particularly connected and interdependent and the need for global cooperation in relation to sustainable development. SD is an issue that is certainly dependent on integration: developing in a way that bene- fits the widest range of sectors, both cross-border and intergeneration- al. In other words, a joint decision should be made which will certainly take into account the potential consequences on society, the environ- ment and the economy, especially given that: our activities will have an impact everywhere and will not be limited to the present, that is, the consequences will are also visible in the future. (Strange & Bayley, 2008, p.24) The authors emphasize that Governments in the manage- ment of complex activities face an extremely complex challenge, being
27 Cvetković, Vladimir M., Jasmina Tanasić, Adem Ocal, Želimir Kešetović, Neda Nikolić, and Aleksandar Dragašević. “Capacity Development of Local Self-Gov- ernments for Disaster Risk Management.” International Journal of Environmen- tal Research and Public Health 18, no. 19 (2021): 10406; Cvetković, Vladimir M., and Saša Todorović. “Comparative Analysis of Disaster Risk Management Policies in the Region of South-East Europe.” (2020); Cvetković, Vladimir M., Slavica Vujanović, and Aleksandar Ivanov. “Reducing the Risk of Disasters Caused by Epidemics.” (2023). Cvetković, Vladimir, Popović Marija, and Alen Sadiex. “Mogućnosti Zloupotrebe Hemijskog Oružja U Terorističke Svrhe – the Possibility of Chemical Weapons Abuse for Terrorist Purposes.” In S. Mijalković, 341-57: Kriminalističko-policijska akademija., 2014: Cvetković, Vladimir, and Jovana Martinović. “Upravljanje U Nuklearnim Katastrofama (Nuclear Disaster Management).” Naučno-stručno društvo za upravljanje rizicima u vanrednim situacijama, Beograd, 2021.; Cvetković, Vladimir, and Slobodan Miladinović. “Ispitavanje Stavova I Znanja Učenika O Klizištima Kao Prirodnim Opasnostima
– Testing of Attitudes and Knowledge of Students on Natural Hazards as Land- slides.” Ecologica 24, no. 85 (2017): 115-21.
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at the intersection between the competent demands of natural and so-
ciety resources (social), while without sacrificing economic progress .
According to the above, we can say that this equation is extremely
complex and that there are still many unknowns.
In recent years, three main concepts have been developed to meas- ure sustainability:
– The concept of three/four pillars;
– The concept of environment (ecological concept) based on the strong sustainability paradigm;
– The concept of capital (wealth) based on the weak sustainabil- ity paradigm.28
Concepts differ depending on the importance they attach to people.
The concept of capital (wealth) places people at the center of the analysis, while the ecological concept sees people as part of an over- arching ecosystem. Within the three/four pillar system, there are dif- ferent emphases regarding the importance of people in the concept of sustainability. In general, this concept is based on the fact that for sustainable development, economic, social and environmental issues and problems should be solved simultaneously. Some concepts (when referring to the fourth pillar) also contain the institutional solutions. According to this concept, concentration and investment on one pillar cannot be enough to ensure sustainability, because each pillar has a central importance for applying sustainability and for those reasons it could not be neglected.29 Hence, we can conclude that synchronized investment in all pillars can give a result that should ensure sustain- able development, that is, the certainty of organized human life, eco- nomic and technological development.
What makes a society sustainable and how can we evaluate our pro- gress towards creating such a society? It’s not just about money. The answer lies in the fact that a wide range of factors exert a significant,
28 Kuckshinrichs, W. (2011). Introduction to Infrastructure and Democraphy (InfraDem). Во T. Kronenberg, W. Kuckshinrichs, T. Kronenberg, & W. Kuck- shinrichs (Ур.), Demography and Infrastructure, National and Regional Aspects od Demographic Change (стр. 1-10). Dordrecht, Heidelberg, London, New York: Springer Science+business Media B.V. p. 5.
29 Kuckshinrichs, W. (2011). Introduction to Infrastructure and Democraphy (InfraDem). Во T. Kronenberg, W. Kuckshinrichs, T. Kronenberg, & W. Kuck- shinrichs (Ур.), Demography and Infrastructure, National and Regional Aspects od Demographic Change (стр. 1-10). Dordrecht, Heidelberg, London, New York: Springer Science+business Media B.V. p. 5.
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often critical, influence on “success” in terms of access to education, health care, and freedom of cultural identification and expression. To that end, it is necessary to develop measures that will enable us to build a more modern and stronger base of knowledge and to speed up the process of achieving it.30
The integration of the environmental dimension together with de- velopment strategies, the positive and necessary role of the business community and companies in combining economic growth and envi- ronmental protection are by now universally known; so much so that we hope that we are closer to ending the theory and practice of conflict between environment and development, once and for all.
Defining, recognizing the importance and necessity of sustainable development is recognized and effective. After these steps, practical implementation would imply the systematization of knowledge related to sustainable development. Systematization of knowledge, their gen- eralization is done by science. Science has developed instruments to measure and quantify phenomena and processes, although many of them seem immeasurable at first. When it comes to sustainable de- velopment, one of the issues on which a lot of energy has been spent is the determination of variable values by detecting indicators that are relevant for measuring the concept.
It’s about climate change, child care, business ethics, government policy, people’s consumer habits, etc. We know that sustainable devel- opment includes economic, social and environmental variables – all of which should be determined and measured to the extent possible. For example, gross domestic product and productivity are indicators of the economic dimension, consumption of water and polluting materials in the environmental dimension, and social statistics consist of, for example, people’s life expectancy, the rate of educated people, etc.31
In terms of what we can do to make society sustainable, several
types of wealth can be differentiated:
– Financial capital, such as shares, bonds and deposits;
– Manufactured capital, such as machinery, buildings, telecom- munications and other types of infrastructure;
30 Strange, T., & Bayley, A. (2008). Sustainable Development – Linking econo- my, society, environment. OECD. p. 100.
31 Strange, T., & Bayley, A. (2008). Sustainable Development – Linking econo- my, society, environment. OECD. pp. 101 – 103.
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– Natural capital in the form of natural resources, land and eco-systems that provide services, such as absorbing waste;
– Human capital in the form of an educated and healthy work- force;
– Social capital in the form of social networks and institutions.32
Undoubtedly, few social concepts have attracted as much atten- tion as the concept of sustainable development. After the publication of Harry Brutland’s report, the concept of sustainability and its im- plementation was discussed by the academic community and society in general (Beckerman, 1995; Daly; Solow; 1993). Today, sustainable development is the established policy of many nations (GFG, 2002). Subsequently, a wider range of problems have been interpreted in the direction of ensuring sustainable development. One of them is certain- ly the demographic development. Sustainable development indicators describe and define the issues and circumstances that characterize and support the value of its paradigm. Sustainability indicators measure the difference between current conditions and corresponding situa- tions defined as sustainable and/or the relevant technology.33
4. HUMAN RESORUSE MANAGEMENT AND ENVIRONMENTAL PROTECTION
According to the presented understanding of the positional values of sustainable development and the environmental protection system, the management of human resources in the 21st century will be a nec- essary condition for achieving their sustainability. Investments aimed at education and development of human resources, as the bearer of development processes implied by changes in the environment, are investments that are value in themselves and value in duration and in- tensity for development determinations in the mentioned context. Of
32 Strange, T., & Bayley, A. (2008). Sustainable Development – Linking econo- my, society, environment. OECD .pp. 104 – 105.
33 Kuckshinrichs, W. (2011). Introduction to Infrastructure and Democraphy (InfraDem). Во T. Kronenberg, W. Kuckshinrichs, T. Kronenberg, & W. Kuck- shinrichs (Ур.), Demography and Infrastructure, National and Regional Aspects od Demographic Change (стр. 1-10). Dordrecht, Heidelberg, London, New York: Springer Science+business Media B.V. p. 5.
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course, the development of technology and the speed of obsolescence of the existing one, as well as constant and turbulent fluctuations in the environment, require constant training of the workforce in order to increase the work performance, that is, in order to keep up with sci- entific and technological development changes.
No development-oriented organization can be imagined without quality human resources and their continuous improvement. “The bearers of the overall activity of the organization, the people, must be competent individuals with the appropriate work potential needed by the organization, i.e. its individual jobs.” The level of competence of in- dividuals increases with the development of their abilities, skills and experience.”34 Maximizing organizational performance and environ- mental performance implies directing human potential and is achieved through human resource management. “The modern literature of man- agement science points to the conclusion that human resource manage-
ment ‒ MLJR (eng. human resource management ‒ HRM) is one of the
most vital functions of the complex process of guiding groups of people in performing certain tasks and achieving pre-set goals – management. The very concept of management is most often described as a complex activity that performs certain functions with the aim of providing, de- ploying and using human and material resources in the most efficient way in order to achieve the set tasks. This means that every manage- ment activity is designed to work with people, that every form of man- agement is, in a certain sense, human resources management and that every manager is a human resources manager.”35
The management of human resources in a certain form and in a practical sense has been going on since ancient times. It is assumed that even among the ancient Egyptians, in the construction of large buildings – pyramids and irrigation systems, there were procedures for specialization of occupations, coordination, definition of working conditions (accommodation, food and cooperation) by management people whose management could be characterized as centralized. The record of the construction of the statue of Dutotep shows the method of job selection, the range of management and the care of workers (picture 1).36
34 Mihailović D., Ristić S., Liderske Kompetencije, FON, Belgrade 2011, page: 56
35 Mihailović D., Management of human resources, manuscript in preparation
36 Image of the painting of the statue of Dutotep for the construction of the Temple of Amun in Egypt, around 2000 BC. There were four groups in which 172 slaves were distributed. They dragged the statue by means of long wires, while on the knees of the statue there was a manager who, with the help of his leaders,
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Picture 1. Dragging the statue of Dutotep
The Wealth of Nations (published in 1776) was the first to consider the advantages of the division of labor, through the pioneer of modern management, Robert Owen, who introduced more humane working conditions, shorter working hours, social benefits, then , an interest- ing way of motivation called “dumb orderly”, we come to know that production results and performance are directly related to the attitude towards people. At the end of the 19th century, the so-called social sec- retariats aimed to regulate relations with employees who had housing, health and other personal problems. Instead of supervising employ- ees, specialized management for human resources is emerging. Previ- ous practical attempts to improve productivity, thanks to Frederick W. Taylor (Frederick W. Taylor), his collaborators and followers, received scientific support, because he indicated the importance of the impact of scientific work analysis on work efficiency. “Even as a worker, he noticed shortcomings such as setting a norm that does not motivate the worker to work better by the employer, insufficient effort at work, inap-
managed the work and forced the slaves to complete the work. Figure 1 shows three illustrated beam carriers and three water carriers, on the basis of which it can be concluded that there was a concept of serving slaves with water in order to create minimum working conditions.
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propriate way of training workers, lack of standards for evaluating the success of work performance and a general lack of desire for coopera- tion between workers on the one hand and the administration on the other.”37 From today’s point of view, numerous theorists of human re- source management share the view that “before the advent of scientif- ic management, all employees were considered equally productive ”38, and that the scientific approach had a key role in improving the work- ing environment and the emergence of new behavioral tendencies.
The behavioral approach led to paying more attention to the needs and wishes of employees. Such a more humane attitude towards hu- man resources in the first decades of the 20th century resulted in the emergence of personnel departments of an advisory nature (salaries, appeals, screening of job candidates, etc.) that were not adequately developed.
It was only in the middle of the last century that their function be- came taking care of the needs and wishes of employees, which was later encouraged by the introduction of legislation during the sixties and seventies of the 20th century (against discrimination, incapacity for work, gender equality, nationality and age, safety and health, etc. ), grew into the function of human resources management.
The term “human resource management” was created in the eight- ies of the 20th century with a focus on people as a resource that should be given attention in a strategic sense. Human resource management becomes a scientific and teaching discipline that aims to establish more efficient and effective relations with employees in a global and modern socio-economic context that will successfully resist the chal- lenges of fluctuations in the environment, improve change manage- ment, encourage organizational performance, contribute to the de- velopment of creativity and innovation. “Management of human re- sources essentially represents a new conception of the organization’s relationship with employees and the way of managing their work and development.” Its focus is no longer only employment and labor rela- tions, but also a whole series of activities arising in the sphere of econ- omy, organization and management that use the knowledge obtained
37 Wren D. A., Voich D., Menadžment, proces, struktura i ponašanje, Privredni
pregled, Belgrade, 1994, page: 50
38 Grobler A. P., Wärnich S., Carrell M., Elbert F. N., Hatfi eld D. R., Human Resource Management in South Africa, published by South-Western, Cengage Learning Inc, 2006., pp 5.
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by the science of organization, psychology, sociology, communication, technology, informatics… Human resource management is one from the subsystem of the organization’s functioning, which includes the selection and implementation of goals and policies through planning, organizing, managing and controlling tasks related to human resourc- es in order to achieve the goals of the organization.”39
Globalization, which aims at world integration, which erases bor- ders, reduces differences between nations, unifies the world to such an extent that the national state loses its previous importance, and leaves a significant impact on the labor market. Great changes have occurred in the mobility of human resources. The liberalization of the labor market conditioned a more flexible approach to the mobility of the labor force, thus changes and fluctuations that were reflected in labor costs, as well as the competitive advantage of countries that managed to adapt their human resources to the demands of globali- zation. “Many theoretical generalizations derived from research have established that human resources can be a source of competitive ad- vantage for an organization (Porter, 1985). The importance of human resources and their role in relation to organizational performance are explicitly presented in works (Barney, 1991, Barney and Wright, 1998). Wright et al. (2002) argued that the knowledge, skills, abilities, behav- ior and training of employees are a source of competitive advantage, and explicitly or implicitly have a critical role in determining the long- term goals and development processes of the organization”.40
In the past, production was located in one place depending on the need for other resources, least of all labor. Today, depending on the location of the quality workforce, production facilities are dislocated, so it is a very common practice that the headquarters of the compa- ny is in one nation-state, its design in another, marketing, again, in a third, etc. Therefore, it has become quite normal for companies to move around the world depending on the necessary human resources, their specialization and the difference in the favorable compensation for the work invested. Such a modern form of existence on the world market implies a new approach to human resource management.
Human resource management, according to Dessler, refers to “poli- cy and activities in the execution of managerial tasks in the field of hu- man resources, especially in terms of acquisition, training, evaluation
39 Mihailović D., Menadžment ljudskih potencijala, manuscript in preparation
40 Ibidem
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and compensation, in the conditions of a safe and fair environment for company employees”.41
The theory of human resources management implies a managerial function as complex and responsible, which greatly affects the efficien- cy of other functions in the organization. It was preceded, as we have already pointed out, by the so-called personnel management.
– Personnel management activities covered the following goals:
□ goals related to employees;
□ goals related to work;
□ goals related to change management i
□ administrative goals. 42
The selection, development and retention of personnel are the focus of goals related to employees. Work-related goals emphasize the need for human resource specialists who must care about the individual, their motivation to work, and their commitment to work. The same authors state that within these goals, it is important to build a “training and development system, reward system, employee discipline, indi- vidual behavior, achieving and maintaining high work standards, em- ployee initiatives and involvement in the development of new ideas.”
The goals related to change management are not the result of ex- ternal influence, but represent continuous needs for innovation. For this reason, the achievement of these goals requires capable, innova- tive people, ready to adequately and timely respond to fluctuations in the environment. In doing so, it is important to involve employees in creating changes, because then they will make a greater contribution. Administrative goals include keeping records of employees, results of their work, health care, payment of wages, working hours.
The last two decades of the 20th century were characterized by the transition from personnel management to human resource manage- ment. Personnel management is focused on employees, while human resources management is focused on providing and engaging human resources, where they do not have to be exclusively employees of the organization. Figure 3 provides a comparative view of both manage- ment approaches.
41 Dessler G., Framework of Human Resource Management, 2nd edition, New Jersey: The Dryden Press, Prentice Hall, 2002, p. 36
42 Torrington D., Hall L. и Taylor S., Human resource management, Data Sta- tus, Belgrade, 2004, page: 6
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Considering the comparative analysis of the difference between these two management approaches, the difference in their goals is also noticeable. According to the investigated difference, we highlight the importance of four very important objectives of human resource management43 viewed in the context of environmental protection.
– The social goal is the essence of every organization. It repre- sents the satisfaction of society’s needs with the ultimate goal of achieving the greatest possible well-being. This goal is very important for the contribution of human resource manage- ment to the environment. Preservation of the environment is a priority social goal. The principle of cooperation between the organization and the environment is a prerequisite for the re- alization of the social goal of human resource management.
– The entrepreneurial goal is reflected in the realization of the greatest possible economic benefit while simultaneously sat- isfying human needs and respecting the previous goal. Every for-profit organization strives for a better economic result, and human resources are there to improve business efficiency by using as much as possible knowledge, experience, innova- tions, etc., while saving non-renewable resources from the en- vironment.
– The functional goal refers to the creation of a positive and functional climate, which implies an adequate distribution of human resources (the right man for the right job), while fostering harmonious relations between employees, synchro- nized operation of the organization’s systems and subsystems as a single entity.
– Personal goal refers to caring for each individual within the organization. The interests and wishes of the employees, their understandings and aspirations must coincide as much as possible with the aspirations of the organization. Within this goal, it is necessary to consider the participation of employees in the decision-making system, the impact of decisions on hu- man resources, as well as the degree of employee satisfaction. Compensation for employees’ work is no longer exclusively in the form of their material expectations. Observing Maslow’s hierarchy of needs (which will be discussed more in the fol-
43 Štangl-Šušnjar G., Zimanji V., Menadžment ljudskih resursa, Ekonomski fakultet Subotica, 2005, strana: 16, prilagođeno
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lowing text units of the dissertation), we understand that hu- man resources, like any mobile life and work factors, must be understood precisely as a living resource. A living resource can make a maximum contribution in social, economic and functional terms only if we provide it with the necessary con- ditions. This implies that in the era of globalization we have gone far beyond physiological needs. Today, the need for be- longing, self-actualization is greater than ever. Even in those environments where cultural values limited the importance and desire of individuals to prove themselves, the impact of globalization brought about changes. The competitive spirit of each individual, the desire for success and achievements must be nurtured and encouraged, because ultimately it leads to business efficiency and the realization of not only personal but also organizational goals.
In any case, in the modern economy, based on global flows, the activities of the human resources management process have an im- perative of effective management, which is reflected in the setting, as pointed out by J.R. Galbraith (Jay R. Galbraith), “capable people in the right places.”44.
“Functions (activities, processes…) of human resource management (human resource management ‒ HRM) are basic organizational mech- anisms for creating, strengthening and maintaining overall organiza- tional performance. Generally speaking, the basic function of human resources management in the organization system is to achieve the ba- sic organizational goals, which is the optimal work effect with respect for people, their health, development and satisfaction. Those goals can be achieved through two operational and complementary process- es; adaptation of work to the worker and adaptation of the worker to work. Put simply, it is the effort of both individuals and organizations, as well as the wider social community, to find the right person in the right job (place) and thereby achieve their harmonious interaction.
Differences between organizations in the functions and processes in the field of human resources that are performed in them occur primar- ily due to the professional profile and orientation of their actors. Basic
44 Galbraith J. R., Organization Desing, Addison Wesley Publishing Company, London, 1997, p. 58.
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HRM processes are performed in almost every organization, regard- less of their activity, size and business technology.”45
Contemporary tendencies towards leadership and teamwork, in ad- dition to capable people in the right places within the team, emphasize the necessity of choosing an adequate leader in a given area, because otherwise, “all-star teams headed by a bad leader can produce medio- cre results”46.
“Human resources (HR) and human resource management (HRM) have strategic importance because they are a potential value and have a central position in creating organizational capabilities responsible for their competitive advantage in the market game (Ulrich, Lake, 1999, Tuan, Takahashi, 2009).
Human capital (HC) is generally defined through individual and collective knowledge, skills and abilities (KSAs) with which employees in the organization have (Becker, 1994). Its key potential is intellectual, which consists of abilities, knowledge, skills and mo- tivation of employees. In practical terms, this means: in order to do something, we need to be able (abilities…), know (knowledge, experi- ences…), know how (skills, fitness…) and want (motivation).
Organizational capital, more often named as social capital, implies, primarily, the organizational activation of human potential. This sup- port of the organization takes place through support for the birth and implementation of new ideas, through the system of motivation and stimulation of employees, through the corporate culture and informa- tion system.”.47
Human resource management as modern management in the func- tion of environmental protection implies a review of another impor- tant segment of today’s business. Namely, modern business cannot be imagined without the implementation of quality standards. Former recommendations in which the criterion of the validity of manage- ment, especially process management, was reflected in the proposal to define attributes and measures as management quality, today is a necessity.48 Especially if we look at the expected quality from the an-
45 Mihailović D., Management of human resources, manuscript in preparation
46 Mankins M. C., Bird A., Root J., Making Star Teams Out of Star Players, Harvard Business Review, 2013.
47 Mihailović D., Management of human resources, manuscript in preparation
48 More in: Omerbegović-Bjelović J., Metamanagement and management qual- ity, Zadužbina Andrejević, 1998.
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gle of two dimensions, from the area of the environment and the area of human resources. The number of participants, goals and interests determines the angle of reflection and quality standards. Considering quality as a science, prof. Arsovski states that in the newer versions of the standards from 2015, an increasing number of stakeholders are included in order to determine the fulfillment of their requirements, considering the problem of a “distorted image” of creating needs for each individual. Seen from that angle, the needs and requirements of environmental standards would depend on each individual who, as its user, has the right to express his satisfaction or dissatisfaction, which is not realistic, rational and effective. For this reason, local commu- nities have a very important role, because their orientation towards the environment can be a more realistic measure of expectations and demands. “In addition to the previously dominant owners and man- agement as stakeholders, employees, the state, partners and other stakeholders (local community, various associations, educational in- stitutions, etc.) play an increasingly important role.”49. The connection between the environment and human resources depends on quality. Quality connects diverse areas. “The interface with the science of qual- ity is through measuring the influence of environmental factors on de- signing the realization of quality at the level of the organization, local self-government, region, or state.”50
The existence of standards greatly facilitates the process of human resource management. Especially when measuring the achieved per- formance of employees, standards become reference values and the basis for evaluating the results of the work invested. In order for cer- tain quality standards to be successfully implemented, the training of human resources is necessary. In this sense, every business organiza- tion must:
– to determine the necessary expertise for personnel who per- form environmental protection tasks and who influence the compliance of the work results with the set standards;
– ensure training and development in order to achieve the nec- essary expertise;
– evaluate the effects of the work of employees in environmental
protection of local administrations and
49 Arsovski S., Science of quality, manuscript in preparation, page: 7
50 Ibidem, 38
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– to ensure that employees are aware of the meaning and im- portance of their work for the local community and the envi- ronment, and that they willingly achieve the set goals of the organization in that domain.
– Increased demands for quality in the workplace caused the emergence of several models that also play a significant role in environmental protection:
– model of quality in the workplace,
– employee satisfaction model,
– labor productivity model,
– model of happiness and quality of life,
– occupational safety and health model, etc.51
From the perspective of the importance of modern and effective human resource management in environmental protection, a quality system is necessary. Human resource management is closely related to the introduction and implementation of standards. Systemic manage- ment of environmental protection implies quality human resources, because it implies the establishment of a coordinated horizontal and vertical environmental protection policy.
In 1996, international standards of the ISO 14000 series were de- veloped, including ISO 14001. It was developed for several years and confirmed its importance in 1987 with the publication of international standards of the ISO 9000 series. years of the 20th century, the awak- ening of ecological awareness began through which humanity is called upon to change the concept of further technological development and prevent ecological degradation, for the sake of saving the planet Earth and human civilization.
The standards of the ISO 14000 series regulate a complex system for managing environmental protection with the aim of continuous improvement of environmental performance at the level of society and every business organization, planning goals and programs, introduc- ing and ensuring the functioning of all elements of the system, where- by environmental protection and conservation of natural resources have become the basis of the development of new technologies.52
51 Ibidem, page: 40
52 “A standard is a document, determined by consensus and approved by a rec- ognized body, which establishes, for general and repeated use, rules, guidelines or characteristics for activities or their results, in order to achieve an optimal level of organization in a given context”.Извор:ISO/IEC Guide 2:2004 (SRPS
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In 2004, the foundation of ISO standards was created in the 14000 series group:
– ISO 14001:2004 Environmental Management System Re-
quirements;
– ISO 14004:2004 Instructions for the application of manage- ment principles, systems and methods of environmental pro- tection.
– In 2005, the standards in the series group were translated into Serbian:
– JUS ISO 14001:2005 Environmental Management System
(Requirements with instructions for implementation);
– JUS ISO 14004:2005 Environmental Management System (Instructions for the application of system principles and methods).
In the last two years, significant emphasis has been placed on eco-labelling, i.e. defining the criteria for the Eco-label in the Republic of Serbia. Since 2014, it is planned to include the Eco-label in the Glob- al Ecolabelling Network (GEN), a non-profit association of organiza- tions that award eco-labels (type 1) in accordance with the ISO 14024 standard. In addition, it is necessary to improve the regulations on the Eco-label in accordance with new EU regulations 66/2010. “Serbian Chamber of Commerce” through cooperation with local self-govern- ments and their businessmen, is a pillar of the improvement of coop- eration of the EMAS system and companies certified according to the ISO 14001 standard, because they are the basis of EMAS certification in the coming period.53
The International Organization for Standardization ISO (English International Standard Organization) continued with the development of standards and in 2010 promoted ISO 26000:2010 – Guidelines for responsibility, which are based on seven key areas. This standard, un- like the previous two, is based exclusively on recommendations for in- corporating the principles of social responsibility into the operations of organizations. With that in mind, it is clear that the ISO 26000 standard is not subject to certification.
Social responsibility guidelines are recommended by this stand- ard in the following topics: organization management; human rights;
ISO/IEC Uputstvo 2:2007)
53 The work plan of the Government of the RS for the field of environmental
protection in 2014, page: 28
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working practices; the environment; fair business practice; consum- ers; participation in social community and development.
Given that we are most interested in the environment and work practices, the Memorandum of Understanding signed between the International Organization for Standardization and the Internation- al Labor Organization (ILO) stands out as a significant incentive for strengthening and applying this standard from that aspect. Connect- ing the requirements of quality management systems, process tech- nologies and environmental protection management systems is, in our opinion, one of the key assumptions of development. In addition, emphasis must be placed on the management of human resources in environmental protection, in order to connect and further influence the improvement of the aforementioned development factors and con- tribute to the achievement of better results in accordance with the re- quirements of sustainable sustainable development, and considering that people are “ the only creative element of any organization”.54 This implies that the management of human resources in environmental protection is the backbone of further progress, both local and global, in accordance with sustainable development, which places new and increasing demands on managers. This approach requires a new type of manager – the so-called. global manager. He must think globally and work locally within the framework of given competencies, he should anticipate, act preventively and proactively, all in order to maintain the quality of work and life of the people he works with.
In addition, he must know the environment, business standards, laws and regulations related to environmental protection, etc. In par- ticular, the global manager should balance economic, social and en- vironmental requirements with technical-technological changes, in order to improve organizational performance and sustainable devel- opment and a sustainable future of current and future generations.
The influence of human resource management on organizational and environmental performance is significant, but the mechanisms of influence are not clear enough. This points to an additional research effort in order to propose an operational model of MLJR activities in the field of environmental protection with the possibility of its suc- cessful implementation in the local self-governments of the RS. “Re- cently, Guest (2011) indicated that the mechanisms of influence of
54 Bahtijarević-Šiber, F., Management of human resources, Golden Marketing,
Zagreb, 1999, page: 12
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human resources on organizational performance are not sufficiently clear and understandable. This makes it particularly difficult for them to be utilitarian, which is expected from this highly practical field of management. This leads us to the conclusion that this field has a more developed theory than practice, but this is an empirical generalization of the development of almost every new thematic field.”55
55 Mihailović D., Management of human resources, manuscript in preparation
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1. ENVIRONMENTAL ASPECTS OF HUMAN RESOURCE MANAGEMENT
CHAPTERS
1.1. Environmental trends in human resource management
1.2. Strategic management of human resources in the environment
Environmental Aspects of Human Resource Management
1.1. Environmental trends in human resource management
Environmental problems can be defined as “any change in the state of the physical environment that has occurred due to human activity that disrupts that state, and has effects that society considers unac- ceptable according to accepted ecological norms.” Viewed in this way, solving environmental problems involved the study and analysis of a very wide area of environmental issues. Of course, the aggravating cir- cumstance was the shift from the economic point of view, according to which the environment is an economic category, to the completely op- posite, ecological point of view, which includes environmental protec- tion in the integrality of the development process. For this reason, it is necessary to overcome the antagonism between economy and ecology by introducing economization of ecology and ecologization of econo- my, the context of which was very successfully illustrated by the author Gereke (Gereke). (Picture 1.1)56
Figure 1.1. Overcoming the antagonism between economy and ecology
Care for the environment has always existed, but to the extent dic- tated by the destruction of the environment at the time. Thus, 2700 years before AD. e. in Mesopotamia there were laws that regulated
56 Gereke Z., Environmental Management, Faculty of Organizational Sciences, Belgrade, 1996, page: A/16
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the protection of forests by limiting economic activities that threat- ened the environment. It could be said that the legislative factors have their roots in the then social responsibility towards the environment. Unfortunately, today’s social responsibility implies a more signifi- cant engagement, both through the application of quality standards (which was already discussed in the Introductory Considerations), and through educational, cultural and ethical development, in order to correct human mistakes towards nature. Therefore, the basis of social responsibility is not and must not be exclusively legislative, but must be based on a coordinated relationship between economic, social and environmental components. At the same time, the voluntariness and affection for environmental protection of both individuals and com- panies should be strengthened, creating an environment of voluntary social responsibility. If we look at the elements of corporate social re- sponsibility shown through the “triple bottom line”57, we will see that long-term sustainable development depends on the harmony of envi- ronmental, economic and social performance.
Who deserves the greatest credit in the process of the aforemen- tioned concept of synergy? Certainly, human resources, i.e. human power, which by its action can significantly influence the degree of in- teraction of these components. The degree of development and level of performance of the given three parameters depends on their knowl- edge and skills. So, we could say that the essence of socially respon- sible business and development lies in people, ecology and finance. For this reason, in the further part of the work, these factors will be consistently investigated, that is, significant attention will be paid to them. One of the ways of adequate management of the mentioned de- velopment is ecological management.
The implementation and development of environmental management have certainly been improved by international meetings and conferences, agreements, declarations, media, non-governmental organizations and others. However, it is evident that, in addition to the significant results achieved by this concept, there are critical points of its partial approach, impossibility of implementation in underdeveloped countries and the like. Its analytical nature should imply that environmental protection is
57 The triple bottom line or 3P (three pillars people/planet/profit) is actually an approach that implies that organizations should not measure their success through profit, but through synergistic financial, environmental and social per- formance.
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Environmental Aspects of Human Resource Management
included in the strategy and policy of every segment of life. It should be borne in mind that in the process of finding solutions to environmen- tal problems, there were different positions, but as Persson explains: “regardless of these differences, what is common and significant is the agreement on the necessity of integrating environmental policy into oth- er policies.”58
Of course, the normative concept is a necessary condition and ba- sis for the application of this ecological concept of sustainable devel- opment. In the context of the Republic of Serbia and its direction of development, it is necessary to take into account Serbia’s perspective towards the European Union, which, again, implies an orientation to- wards a regional initiative, which is based on ecological security, sus- tainable development and environmental protection as a factor of in- ternal stability and economic development .
Social sciences are the basis of reform efforts in society, because solving environmental problems implies changing human society as a whole by introducing “ecological thinking”. Therefore, the ecological dimension is certainly an indispensable aspect of development, but the sustainability of that development is achieved exclusively through the harmonious action of ecological, economic and social factors. There- fore, as critical factors of environmental protection, we can mention:
– social (with emphasis on organizational culture, human resourc- es, social ecology and environmental psychology);
– ecological;
– economic and
– legislative.
In the review of global environmental problems so far, the emphasis has been placed on sustainable development. It is necessary to point out that there are parallel processes to the process of sustainable de- velopment, which we include 59:
– sustainable economy (economy of the environment, economy of resources, greening of the economy);
– sustainable use of energy and other resources;
– sustainable industrial activities.
58 Persson A., Environmental Policy Integration: An Introduction; Stockholm
Environment Institute, Stockholm, 2004, р. 46.
59 Petrović N., Environmental Management, University of Belgrade, Faculty of
Organizational Sciences, Belgrade, 2012.
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The stated reasons for the emergence of environmental problems, the consideration of cause-and-effect relationships, the adaptation of humanity to changes and reform efforts in society towards the reali- zation of a new balance in the relationship between man and nature, through the development of human resources and the management system in order to achieve sustainable development, impose the un- derstanding that an important function environmental protection could be reflected in the reconciliation of all differences and under- standings through the ecological assimilation of society.
Ever since the French geographers who developed the concept of anthropogeography60, the social aspect has a significant place in the impact on the environment. The social mechanisms of human society significantly influence the balance of the environment, and therefore it is impossible to imagine any way of protecting it without understanding, knowing and under- standing the social aspects of ecology. Setting new values before humanity implies a social approach to environmental problems, because the influence of social factors is extremely large on both the individual and the environ- ment. According to the eminent prof. Mihailović: “We can say that a person’s personality itself, that once again unique organization of traits, is created by the action of the social environment for a given biological basis, creating a general pattern of behavior for an individual.”61
The implementation of sustainable development as a solution to environmental problems cannot be realized without changing human awareness of the necessity of preserving the environment and, conse- quently, without changing human behavior. The econocentric model had negative effects in other areas of human activity, especially social and environmental. His focus is on the economic process with profit as the primary and ultimate outcome. The consequence of such a way of doing business led to destructive and unbalanced development. Material relations between people form the essence of the econocen- tric model.
According to the author Ursul, the “econocentric” model can be rep- resented by the formula:
Where:
60 Ant–hrcoopeoffigecoigernatphoyf iescaocnoonmceipctewffihociseenscuybj,e, ct is the study of a group of phe- nomena on planet Earth that are related to human activity.
61 MР i–haailcotviivćiDty.,rReissutilćtsS,., Menadžment ljudska strana, Fakultet tehničkih nau-
ka Novi sad, 2011, str. 14
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Environmental Aspects of Human Resource Management
Т –costs.
Increasing in the case of profit, productivity, profitability and
other economic indicators, the main motive and interest of human ac- tivity in the market element. Ursul symbolically presented the transi- tion from this way, we can say unsustainable development to sustaina- ble development, global comprehensive management, by placing basic restrictions on the natural course of the market process. In this way, its negative consequences on society and nature would be reduced. This can be expressed in the following form:
Б – biosphere restrictions (with their help, the possibility of pre- serving the biosphere is created),
– коефицијент економске ефикасности,
С – social restrictions that are impossible in the “man-society” sys- tem and other intra-social relations.
By introducing the symbols of biosphere limitations B and social limitations S, we are talking about going beyond the limits of economic relations into the ecological and social space, viewed globally into the planetary socio-natural system. Biosphere restrictions in the formula were first set, since it was precisely thanks to them and the knowledge about them that the concept of sustainable development was devel- oped, although the role of social factors was manifested much earlier.62
Social aspects of the environment in the service of sustainable de- velopment include a review of social ecology and the influence and ap- plication of psychology.
Social ecology can be defined as the science of the relationship be- tween man and his environment. It was created in the twenties of the 20th century. However, this discipline gained its development and importance in the sixties of the 20th century with the involvement of Murray Bookchin, who argued that environmental problems are deep- ly rooted in social problems, and that they can be solved by ethical thinking and joint action based on radical changes in behavior. soci- ety. We can define it as an interdisciplinary science that represents a link between sociological and ecological issues. As such, it best depicts the place and value of man’s position in the ecosystem and their in-
62 Ursul A. D., Konceptualni problemi održivog razvoja / Zaštita i korišćenje
prirodnih resursa Rusije, 2005, No. 4
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teraction. It actually deals with the relationship between the human population and its environment.
Environmental psychology reflects a behavioral approach to the human environment. Its roots date back to the twenties of the 20th century, i.e. initially with the appearance of “geopsychology”, whose founder was the German psychologist Hellpach, whose works were first related to the influence of meteorological conditions on man, his mood and behavior. Environmental psychology is a relatively young discipline, but in the past decade it has experienced strong develop- ment due to its great influence on the success of sustainable develop- ment. Its influence on raising awareness about environmental protec- tion, adaptive behavior towards the environment, motivational factors of society, creating an adequate environment for accepting changes in relation to the environment, are a significant factor in the implemen- tation of sustainable development. Environmental psychology deals with the study of the causes and ways of manifestation of the inter- actional relationship between people and the environment in which they live. Both environmental psychology and social ecology have an important influence on changing people’s behavior towards the envi- ronment.
We cannot observe the relationship to the environment inde- pendently of the economic factors of the national states, which signif- icantly affect changes in social aspects. The degree of economic devel- opment of individual countries also determines the attitude towards the environment.
Depending on the state of their national economies, the countries are, therefore, based on typology, classified into one of three groups of countries63:
– developed;
– in development;
– in transition.
The group of developed countries includes countries with a market economy and a high level of socio-economic development. Opoku and Jordan (2005), referring to numerous authors (M. Jacobs 1999, N. Carter 2001, W. Sachs 1999 and others), explain that highly devel- oped countries experience and treat sustainable development as ac-
63 Zečević M., Nikolić N., Opus citatum, pages: 20–24
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Environmental Aspects of Human Resource Management
cording to the ecological concept that emphasizes the needs of future generations.
The group of developing countries includes countries with a market economy and a low level of socio-economic development. Opoku and Jordan also point out that in developing countries, in the treatment of sustainable development, emphasis is placed on the needs of current generations, most often social and economic.
The group of countries with an economy in transition includes countries that are transitioning from a planned (socialist) economy to a market (capitalist) economy. The impacts of socioeconomic chang- es in the transition period cannot be observed independently of the historical, geographical and cultural context. The aforementioned au- thors, Opoku and Jordan, set unresolved social and economic issues as priorities for implementation.
The negative impact on the environment of countries in transition is reflected in the high level of industrial pollution, inadequate disposal of nuclear waste, intensive practices in forestry which “is characteristic especially for the countries of the former Soviet Union, Poland, Ro- mania, the Czech Republic and Slovakia.”64 Less developed countries, which require liberalism, are exposed to strong competition from the world market, and this is reflected in the flight of their economic struc- ture towards products of a lower degree of processing, agriculture and raw materials. Such specialization creates a series of problems and ul- timately affects the outcome of the economic development of the coun- tries of the majority of the world’s population, because the economic structure is what distinguishes the speed of development of developed and underdeveloped countries of the world. Preservation of the envi- ronment while developing the economy is possible only with invest- ment in knowledge, technology and innovation.
Regardless of the fact that it is evident that the impact of developed countries on the environment is significantly greater than the impact of developing countries, sustainable development can only be achieved through the joint action of all countries65
Taking into account the mentioned typology of countries, their per- ception of sustainable development and adopted principles of sustain-
64 Petrović N., Environmental Management, Faculty of Organizational Scienc- es, Belgrade, 2012, pages: 32–33.
65 OECD Organisation for Economic Co–operation and Development 2013, adapted page: 2.
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able development in Serbia, it is clear that “the trend of sustainable de- velopment includes economic development, social development, polit- ical development, cultural development, ecological dimension and new global ethics.”66
The need to better understand the relationship between economic competitiveness and social and environmental sustainability leads us to human resources and the need for human resource management in environmental protection, in order to prevent increasing pressure on natural resources, high levels of pollution and ensure not only eco- nomic but also social and environmental sustainability.
Economic sustainability means “constitution of such an econom- ic system that will contain a high degree of stability and efficiency in order to create newly added value as a real source for alimony for all types and forms of consumption of a given society.” Social sustainabil- ity means avoiding possible tensions or more serious social conflicts in society”.67
The Europe 2020 strategy sees the entire vision of the economy in the 21st century through: 68
– smart growth – based on knowledge and innovation as carriers of economic development;
– sustainable growth – “green economy” with careful use of resources;
– inclusive growth – an economy characterized by a high level of employment and social connectivity.
When adopting the Sustainable Development Strategy, the Repub- lic of Serbia was primarily guided by the regional strategy of joining the European Union. The temporal reality of the established priorities that preceded the creation of the strategy, and whose fulfillment to the greatest extent should enable the realization of the vision of sus- tainable development by 2017, is called into question. The established priorities can be reduced to:
– aspiration towards membership of the European Union;
– development of a competitive economy;
– educating people and increasing employment;
– regional development and infrastructure development;
– environmental development with rational use of natural resources.
66 Dragičević M., Economy and new development, Alinea, Zagreb, 1997, page: 15.
67 „Enviromental Management Handbook“ IOS Press, Amsterdam, Lewis Pub- lisher, Boca Raton, Florida, 1992.
68 European Commission, Europe 2020 Strategy, Brussels, 2011, page: 6.
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The realization of these priorities reflects the importance of human resource management in environmental protection. The social inclu- sion of the population, environmental education and strengthening of environmental awareness depend on human resources at the lev- el of the local self-government unit. Human resource management has a particularly large impact on the priority of people’s develop- ment and education, employment and social inclusion (which is more closely related to investing in people’s knowledge and skills through high-quality, efficient and practically applicable education and perma- nent training of members of all social groups on the principles of equal opportunities). , as well as social inclusion and affirmative measures to encourage the employment of young people, women and members of marginalized groups. In addition, human potential is necessary in order to harmonize all this with economic growth and development, along with the rational use of natural resources and the improvement of the environment. The set priorities will not have the same success in all local governments. Those differences in results will depend to a significant extent on human resources, the degree of their engage- ment and the way of performing work. Working in accordance with the preservation of the environment also imposes the concept of so-called “green jobs”, both at the national and local levels. The essence of green jobs refers to jobs in “agriculture, production, construction, installa- tion and maintenance, but also to scientific, technical, administrative and service-oriented activities that essentially contribute to preserving the quality of the environment.”69 In order for the local self-govern- ment, or the environmental protection sector within it, to take good care of the environment, certain requirements must be met in terms of the availability of resources. In order for there to be no obstacles in the management of environmental protection, it is understood that syn- chronized and parallel management of human resources will optimally enable the availability of all other resources for the adequate estab- lishment, implementation, control and maintenance of the success of environmental protection. This further implies that human resources must have clearly defined roles, responsibilities and powers in the lo- cal self-government unit (hereinafter LGU).
The impact of social and economic relations is reflected to a signif- icant extent on the environment. That is why the business strategy of the organization, and thus the LGU, requires human resources to have
69 United Nations Environment Programme ‒ UNEP 2008, pages 35–36.
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the appropriate expertise, knowledge, experience, skills and enthusi- asm in environmental protection. The environmental manager, as part of a credible management team, with a clear vision and the ability to motivate employees for environmental protection, is the basic lever for the implementation of the sustainable development strategy. In the fight for the preservation of natural resources, human resources rep- resent a valuable and specific resource, and the degree of their positive effect and impact on environmental protection is reflected in the way they are managed.
The development and training of employees, taking care of their needs and ecological education of the next generation require both economic and social changes. Economic changes refer first of all to the establishment of adequate compensation, and social changes to changes in society’s perception and behavior in relation to the envi- ronment, but also to changes in their attitude about the importance of the influence of human resources on the development and protection of the environment. Economic and social factors are mutually condi- tioned; they are, sometimes, opposed, but the inevitability of their in- fluence on the preservation of the environment is not questioned.
“In the coming years and centuries, upbringing and education for sustainable development, understood as an increase in the sensitivity of development actors, as an increase in the level and quality of their awareness and knowledge, as a systematic and gradual change in the values and attitudes of that action in the direction and in support of increasing sustainability in the tissue reproduction of society and in the everyday fabric of the process of satisfying people’s needs, will be an activity in which many countries will invest and which will develop rapidly and systematically.”70
1.2. Strategic management of human resources in environmental protection
Strategic planning found its place in business terminology in the fifties and sixties of the last century. Originally, the concept of strategy referred to military terminology. At the core of strategic thinking is the ability to anticipate the future. The strategy represents the landmark of every business organization/institution towards the future. More
70 Lay V., Ecological recklessness, Globalization and its reflections in Croatia, Economic Institute in Zagreb, Zagreb, 2001, page: 114.
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and more frequent changes in the environment lead to greater concern for the future, which becomes uncertain and for this reason implies preparation and careful planning of current actions in order to achieve the desired success in the future.
According to Mintzberg, Ahistrand, Lampel71 the essence of the strat- egy consists of: Plan; The form; Position; Perspective and Maneuver.
Mašić sees business strategy as “determining different ways (ways) to accomplish the mission and achieve the goals of the company, i.e. the organization in a broader sense”, while Milisavljević states that “strategy is the science and skill of using ways to achieve goals and that strategy represents the rational response of the company to events in the environment in which they perform their business activity”.72
The development of the strategy, whether it moved from the classic approach, through the process, evolutionary, to the systemic, empha- sizes the need to see the future and changes in accordance with it. In today’s conditions, the emphasis is placed on external factors. Chang- es and fluctuations in the environment, especially in the environment, imply the adaptation of the organization in the new environment, which would not be possible to implement without human resources. For this reason, the strategic planning of human resources manage- ment includes the planning of organizational staff, their knowledge and skills, training in the field of environmental protection, so that the behavior of the organization’s human resources, through a net- work of social relations, is transferred to the common interest of en- vironmental protection, as well as performance improvement local governments.
“Our instructive consideration captures the relationship between the organization’s overall development strategy, its human resource management subsystem (the intervening variable) and the perfor- mance achieved by the organization. That series is already known in the theory and current research approaches of this field as the RBV model (Resource-based view) which is supported by most current and recent research projects… Many researchers (Pertusa-Ortega et al., 2010; Collins and Clark, 2003 ; Hayton, 2003; Kim and Gong, 2009) have tried to discover more specific configurations between strategy,
71 Mintzberg H., Ahistrand B., Lampel J., Strategy Safary–A Guided Tour Trough the Wilds of Strategic Management, New York, USA, The Free Press, 1988, p. 8–9.
72 Mašić B., Strategic management, Belgrade, 2009, page: 28.
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HRM and performance, but they show that this goal is unattainable (for now). The optimal point of view is that each given configuration of the model has its own relevance and is unique at the moment of con- ception, but also that it constantly needs to be changed and adapted over time… In considering the link between HRM strategy and per- formance, the key role is the alignment or alignment between these three elements . Ostroff and Bowen (2000) concluded that the abilities and motivation of employees should be aligned with complex and dy- namic strategic goals, organizational processes and work results. This means that there is a need for alignment or alignment between strate- gy and execution, and in the available body of knowledge this concept is popularly referred to as LOS (Line of Sight). The basic assumption in this concept is that the knowledge and behavior of employees aligned with strategic priorities are key to achieving positive organizational re- sults, while HRM activities are key because they motivate employees in the execution of the company’s strategic goals. The LOS concept is successfully applicable to align HRM strategy and performance and represents an ideal state, which can only be fully achieved in theory (for now). Achieving settlement is necessary, but also a complex and dynamic process, requiring continuous (permanent) monitoring and adjustment over time”. 73
Advanced understandings of strategy turn it into an ideology, but, in essence, long-term planning, that is, the organization’s business policy, is translated into a strategy that directs the organization’s fu- ture operations and achieves realistic results. A strategic plan is how an organization aligns its internal strengths and weaknesses with ex- ternal opportunities and threats. Strategic management or strategic management is a broader term than strategy itself. It is the process of implementing a strategic plan by aligning the organization’s capabil- ities with changes in the environment. Igor Ansoff defines strategic management as a systemic approach in which the general manage- ment has “main and increased” responsibilities according to the po- sition and connection of the organization with the environment, in such a way that the organization will achieve continuous success and protection from surprises. Wheelen and Hunger (Wheelen and Hun- ger) see strategic management as a set of managerial decisions and actions that determine the long-term performance of the company. Authors Ćerto (Certo) and Peter (Peter) define strategic management
73 Mihailović D., Management of human resources, manuscript in preparation.
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as a continuous, iterative process aimed at maintaining the organiza- tion as fully capable of responding to its environment.74 Strategic man- agement implies good knowledge and use of strategic techniques. One of the, for practical reasons, very comfortable strategic management techniques is the gap strategy. This technique involves the projection of goals for a relatively longer period of time, i.e. for a period of five to ten years. The steps of gap analysis are to determine:
– where we are now, defining the internal and external factors of
the organization’s environment;
– where we will be in the future under the assumption that we will continue doing business in the way we have done so far;
– where in the future we want to be at a certain time, taking into
account the influence of environmental factors;
– the size of the gap, that is, the difference between step 2 and step 3;
– methods and programs for filling gaps or gaps;
– control set.75
The strategy of the gap successfully defines the strategy of the or- ganization and the time and dynamics of its realization. This strategic technique is applied in the fifth chapter, in the Human Resource Man- agement Model in Environmental Protection of LGUs.
Timely and rational response of the organization to turbulence from the environment is the task of strategic management, while its activities are reflected in the effort to establish a positive interaction between the organization and the environment. For this reason, the preservation of the environment, as the environment in which every organization operates, is closely related and dependent on the activi- ties of strategic management. Strategic management is, in fact, a pro- cess in which the analysis of the current situation and anticipation of the future is carried out, the appropriate strategy is formulated and implemented, controlled and modified as necessary. “Strategic man- agement should, through the strategic management process, define an adequate strategy for the organization, continuously monitor and adjust it over time according to the feedback principle. The transpar- ency of the strategy is measured by the performance or results that the organization achieves in reality.”76
The strategic process consists of five steps – phases:
74 Certo S.C., Peter P., Strategic management, Prentice Hall, London, 1990, p. 5.
75 Mašić B., Opus citatum, page: 113.
76 Mihailović D., Management of human resources, manuscript in preparation.
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1. environmental analysis;
2. orientation of the organization;
3. formulating a strategy;
4. strategy implementation;
5. strategic controls.77
Analysis of the environment represents the starting point in match- ing the desired success of the organization with the preservation of the environment, that is, it implies a situational analysis of the internal and external environment. All resource potentials of the organization must be in harmony with the environment to the extent that they can- not endanger it in any way. Very often, these interests are opposed, because the pursuit of greater progress and profit often implies the exploitation of the environment and a negative impact on the environ- ment. The consequences of that in the form of dangers in the future that are increasingly accentuated through global warming, anthropo- genic load, increase in pollution, excessive consumption of non-re- newable resources, etc., have led to today’s problems, which are writ- ten extensively in the section – Introductory considerations. For this reason, directing the organization in terms of defining the vision and mission implies defining the premises about the future, but in a way in which the success of the organization will also be the success of the environment. Strategy formulation refers to generation, evaluation and selection, i.e. choosing the one that is the best. Implementation, as the next step of the strategic process, implies fitting and introduc- ing the chosen strategy into life, the implementation of which will be controlled in the further course of the process. Johnson and Scholes see the strategic process as: strategic analysis, strategic choice, stra- tegic implementation.78 Observing their model of the elements of the strategic management process from the aspect of the importance of human resources in its implementation, we modified it according to the contextual reflection assumed here. (Figure 1.5)
The process of strategic management is closely related to human re- sources. Based on the strategic choice, the necessary human resources are defined, whose abilities and actions will depend on the implemen- tation of the strategy and, ultimately, the outcome itself.
77 Certo S. C., Peter P., Strategic management: Concepts and Applications, McGraw– Hill, 1991, London p. 14.
78 Jonson G., Scholes K., Exploring Corporate Strategy, Prentice Hall, London, 1988, p. 16.
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Strategic management, by its original nature, is interdisciplinary oriented, which essentially means that it is not primarily focused on any particular area of the organization, and thus not on the human resources sector. It includes all functional areas of the organization as a whole. However, due to the changes that have been evident in recent years, human resources, as the most hidden resource within each functional area of the organization, should be given a little more orientation. The presented modified model favors the importance of human resources in each segment of the strategic process. As can be seen in Figure 1.5, strategic analysis starts from the external environ- ment, expectations, goals and strengths, as well as potential resources. These are the components that human resources cannot act on in the first moment. They represent the definition of the current state and potential, but their evaluation and analysis are performed by human resources. If they are not educated, do not possess managerial knowl- edge and skills, the analysis itself as an initial step will not be good. Bearing in mind that the further course of the strategic process de- pends on the setting and successful analysis, it is clear how important human resources are in this segment. Speaking about the improvement of environmental protection through human resource management, it is clear that only ecologically educated and trained personnel can, in this process of strategic analysis, recognize the advantages and disad- vantages of the environment in order to react rationally and timely to changes in the environment. The strategic choice determined through the generation of options, their evaluation and selection, directly de- pends on human resources and their knowledge and experience, i.e. subjective assessments. The defined strategy is also put into practice by the employees who directly influence the allocation of resourc- es through their actions, culture and attitudes. So, at the core of the strategic process are human resources, from idea to implementation. External factors are to a much lesser extent subject to the influence of human resources, but that is why internal factors, organizational factors, have the power to directly contribute to the protection of the environment through the management of human resources, and thus indirectly to the influence of external factors.
The importance of the human resources strategy for the European Union is shown by the fact that, at the request of the French presi- dency, Ernst & Young conducted a study that provides the European Union with an overview of ongoing changes in the world of human
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resources, giving hints about what we can expect in the future. The results are based on responses to a questionnaire issued in Septem- ber 2008, in which more than 300 executives from 26 countries were surveyed. In this research, the contribution to strategic processes was considered. The results indicate that three quarters of the respondents believe that human resource management is related to the strategic goals of public administration. At a minimum, senior managers will consider the opinion of human resources experts on project feasibility issues. However, HR professionals rarely have an influence on defin- ing strategy.79
The research carried out shows the attitude towards the future im- portance of human resources in the public services of the European Union, which, considering the strategic plans of the Republic of Serbia and its transition to the European Union, and in the context of this dis- sertation, is of great importance. It was stated that: “Individual sectors hire external collaborators for certain activities for which they were responsible until now, i.e. water, traffic or waste management, etc. Given that they are now redirected to non-material activities, public administrations must increase their expertise and gain competence in the role of guarantor of the quality of public service. This role includes supervision, direction, monitoring, embedding expertise and decision support. In this context, they become more service-oriented and begin to make significant changes to the vocation pyramid”.80
Considering the strategic approach and its importance from the aspect of influence and maximization of the use of human resourc- es in the preservation of the environment, in the conditions of global changes, it should be pointed out that every organization, i.e. social institution (in the specific meaning of the research process in this dis- sertation – local self-government), must strives to create a managerial structure that is dedicated to strategic thinking and decision-making.
The role of people in the organization is strategic. The business strategy of the organization is closely related to the human resource management strategy.81
79 Performance evaluation in human resource management: analysis and op- erational dimension; Research on public administrations of EU member states, http://suk.gov.rs/dotAsset/10684.pdf, 2008.
80 Ibidem
81 Carrell M. R., Strategic approach to human resources, 2000, page: 88.
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1. The strategic process of human resources management aims to ensure smooth and continuous work with high performance, i.e. adequate human resources assigned to appropriate jobs.
2. Basically, human resource management takes place according to the following steps:
3. finding a quality workforce (recruitment, selection, manage- ment of human resources planning);
4. developing workforce potential (employee orientation man- agement, training, planning and promotion development);
5. preserving the quality of the workforce (management, retention
and assessment of work performance, stimulation, rewards, etc.).82
A formulated strategy of the organization, in which the tactics, pro- grams and activities of human resources are clearly defined, serves the purpose of increasing organizational performance. The following pic- ture illustrates the model of HRM activities in which the direct con- nection between the performance of the organization, the strategy and the action plan, the realization of which depends on human resources, is highlighted.
Figure 1.8. Model of HRM activities in the function of increasing organiza-
tional performance (Михаиловић Д.)
This understanding of the relationship between strategy, human resources and organizational performance implies adapting the com- petencies of employees to the formulated strategy. “The competencies
8re2qMuiirloesdavfoljrevdićiffGe.r, eRnatdjoovbićcVat.,eKgoovriaečsevsihćoVuulkdobvieć dMe.fi, nĆeadtoivnoćreJl.a, tOiopnačtionathDe. astnrdaDtergvye.n”dSžipjaenJ.c, eTrraainnidngSapnedndceevrel(o1p9m93en, tp-.m9o)ddeernfintheedorceotimcapl aestpenecctes, aFsaca- ublatsyiocf cOhragraanciztaetriiosntiacl Socfieannceisn, dBievligdraudael, t2h0a1t0,ispacgaeu: s9a1l.ly related to perfor-
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
mance in a job or situation. McEvoy et al. (2005) described competence as a configuration of knowledge, skills and abilities that enable someone to perform their professional role well. All employees do not possess equally important competencies. Lepak and Snell (1999) presented the HR architecture which they define by the strategic role of employees based on the values and uniqueness of their characteristics”.83
According to the authors Robbins P. According to Robbins P. Ste- phen and Coulter Mary, the human resource management process cov- ers two process units: the external environment (which is the location area for finding potential candidates for certain jobs / groups of jobs) and the internal environment (which is the location area for functional implementation of the human resource management process).84
The traditional concept of human resources management through the realization of basic functions or basic groups of activities, implies:
1. job analysis;
2. human resources planning;
3. recruiting candidates;
4. selection of candidates;
5. introducing the candidate to work;
6. training and development of employees;
7. employee performance evaluation;
8. motivation and reward of employees;
9. employment relationship;
10. health and social protection of employees;
11. leaving the organization85
Job analysis. Job Analysis is, in short, a job description with re- sponsibilities and obligations, as well as a job specification that deter- mines the necessary minimum for a successfully completed job. This activity represents a starting point in which the collection, analysis and arrangement of relevant information from the environment are of great importance. Based on them, the necessary knowledge, skills and abilities to perform a job are determined. The analysis of the en- vironment should determine what needs to be done and why, in what way and under what conditions, with what job requirements. Modern
83 Mihailović D., Management of human resources, manuscript in preparation.
84 Robbins P. Stephen и Coulter Mary, Management, Eighth edition, Data Status,
Belgrade, 2005, page: 160.
85 Adapted from: Williams Chuck, Principles of Management, Data Status, Bel-
grade, 2010, page: 190 and own reflection on the given topic.
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human resource management criticizes job analysis based in this way. It is considered obsolete because it slows down human resources op- erations, assuming that it is not done adequately. Job analysis involves the use of various methods, among which the following stand out: di- rect observation; interview and questionnaire.
Based on the job analysis, the following information should be pro- vided related to:86
– basic purpose of work;
– job content;
– key job results;
– job performance criteria;
– responsibilities and duties;
– organizational factors;
– motivational factors;
– development factors i
– environmental factors.
Human resources planning. Human resources planning is an im- portant segment of the implementation of the organization’s strategic objectives. Based on strategic plans, the organization is able to prepare human resources.
Planning is a managerial function that includes the following steps:
– environmental analysis;
– anticipating the needs for human resources;
– anticipating the supply of human resources;
– matching the supply with the needs;
– defining plans.
Recruitment of candidates. Recruiting candidates means attracting human resources with the desired qualifications in order to select the best candidate for an unfilled position. On this occasion, in addition to the requirements and needs of the organization, it is also necessary to take into account the legal regulation (obligation in terms of the con- ditions for accepting candidates into employment, prohibition of any kind of discrimination, age limit of candidates, etc.), especially when we talk about local self-government units as state organizations.
Recruitment of human resources can be done in two ways:
1. internal and
86 Milosavljević G., Radović V., Kovačević Vuković M., Ćatović J., Opačina D., Drvendžija J., Opus citatum, strana: 229.
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2. external.
The methods of recruitment in modern society differ from the tra- ditional process. The National Employment Service has long ceased to be the most important market for recruiting these resources. Today’s recruitment process is increasingly turning to HR marketing, which aims to attract the best candidates. It is no longer imperative to find candidates who meet the set criteria, but to find the best, ie. candidates who will perform the tasks in an optimal way. In order for them to come and want to be part of the organization, it, as an employer, must become attractive to them. Marketing of human resources implies that adequate candidates are attracted from the external environment, that is, that they apply for a job vacancy. Equally important is the internal marketing of human resources, because those who are already part of the work team must be motivated to work, and must be loyal collabo- rators. There are certain factors on which the success of recruitment depends:
3. labor market;
4. attractiveness of the job;
5. image of the organization;
6. organization policy;
7. influence of the state (legal regulations) i
8. recruitment costs.
Depending on the type of organization and the activity it is engaged in, recruitment can be both formal and informal. In doing so, it is im- portant to position the knowledge that formal recruitment implies for- mal advertising of an unfilled position without or with intermediaries (agency mediation, educational institutions, suggestions and recom- mendations of employees).
Selection of candidates. Candidate selection represents, in short, the selection of the best candidate. Errors caused by a wrong decision in the candidate selection process can be expensive and difficult to fix. Of course, assuming that the previous steps of human resource man- agement were adequately done, in this step, error would be a luxury. The effectiveness of the selection is measured by the success of the selected candidate’s results.
In addition, a number of psychological factors play a significant role in the selection process. Certain perceptual states and psychological characteristics can be the cause of rejection of the candidate, regard-
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less of his intelligence and knowledge. In this process, it is necessary to find the highest degree of parity of perception between the candidate and the organization. The criteria for successful performance of the job, determined by the job analysis, in the selection process are carried out by means of an interview or a test. It is very important that the test is reliable and valid. Tests can be done in different areas, so we often have the opportunity to test candidates on several grounds in the se- lection process. Tests are mainly used:
– abilities (intelligence test, test of verbal abilities, test of special abilities, test of numerical abilities, test of perceptive abilities, test of creativity, tests of mechanical and psychomotor abilities);
– personalities and
– knowledge.87
In the selection process, there are standard and alternative meth- ods of selecting candidates. Standard methods include CV (Curricu- lum Vitae), diplomas on degree and type of education, medical cer- tificates, test work, recommendations, etc. Alternative methods imply somewhat more advanced and demanding selection conditions and depending on the type of organization and the activity it performs, so they can be related to astrology, graphological analysis, etc.
However, the success of the selection of candidates very often de- pends on a series of unforeseen circumstances, fortunate or unfortu- nate, and on the person making the selection. His subjective views in modern business conditions will greatly influence the final outcome of recruitment and selection. Sometimes they are unusual, largely based on intuition and experience. Thus, the following table illustrates the attitudes of the most successful people and the way they look for tal- ent, where each of them has an opinion and perception that is by no means formal and templated, and is clearly successful. (Table 1.1)
Table 1.1. Attitudes of successful businessmen when selecting job candidates
Sourse : www.mojposao.org.
1. Virgin Chairman Richard Branson Look at the personality first, and only at the end of the qualifications.
87 For more information see: Williams C., Opus citatum, pages: 200–202.
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2. Sallie Krawcheck Look for people in front of whom you feel uncomfortable.
3. Executive Recruiter Jim Citrin If your company is in trouble, give the “outsider” a chance.
4. RedHat Executive director Jim Whitehurst Seek out intellectual curiosity and people
who are different from you.
5. Hearsay Social Executive director Clara Shih Proactively seek out atypical candidates and create job openings for them.
6. Buzzfeed operating Officer
Jon Steinberg Don’t hire someone who is slow to respond or awkward in the negotiation process.
7.
Randi Zuckerberg Hire people who will one day be good bosses.
8. SurveyMonkey Dave Goldberg References are essential.
9. Bloomberg Editor Tom Keene Always interview for a job over lunch and no one cares what school you went to.
10. IDE Executive director Tim Brown We want candidates who are smart, talented and have strong emotional intelligence.
Introduction of candidates to work. Induction of candidates means that they are informed that they have met the criteria and that they are becoming part of the organization. This step is very important, be- cause the first experience can affect the employee’s later attitude, both towards the job and towards the organization and its co-workers. It is an organized introduction to the job, taking care of the candidate’s emotional state and emotional adaptation, as well as the adoption of the organization’s cultural values and the acquisition of necessary in- formation about training, salary, procedures and rules.
The introduction of candidates to work in the function is:88
– faster adaptation of the newly employed to the working environ- ment,
88 Ćamilović S., Vujić V., Fundamentals of human resource management, Bel- grade, 2007, page: 181.
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– his effective inclusion in the work process,
– acquiring all those knowledge and skills that enable them to work
successfully in the workplace.
This process takes place in three stages. First, the candidate is intro- duced to the organization, then he is introduced to the work group or team, and then to the work process.
Training and development of employees. Modern business cannot be imagined without continuous improvement of knowledge, skills and abilities of employees. For this reason, a separate chapter in this dissertation is devoted to additional education of employees. In prac- tice, training is still largely understood as a peripheral approach. The number of factors that influence the establishment of training speaks of its complexity. Global trends, political orientation, economic situ- ation, social norms and values, culture and the like directly affect the projection of education. Acquired habits are difficult to change, so any introduction of additional training and training disrupts the es- tablished value system, so they are not easily accepted. In the era of technological development, it is impossible to imagine an organization that does not learn. E-learning has significantly facilitated the way of imparting knowledge and learning, which are now available in almost all places and adapted to the needs of individuals. Mobile technologies have enabled a new learning model. The development of humanity re- quires lifelong training and education. Being “in step with the times” means constantly working on your development.
Evaluation of employee performance. In this process, the contribu- tion of employees is assessed, in relation to established standards and in a certain period. In addition to being of great importance for the organization, employee performance evaluation is also very important for human resources because it provides them with information on how they worked in relation to the set standards. Evaluators must be extremely objective because any subjectivity can lead to employee dis- satisfaction and frustration. This process, in fact, serves to open the door to the next step of human resource management, ie. motivation. Evaluating the performance of employees is being approached more and more seriously today.
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Achieving valid employee performance is related to the appropri- ate dimensions of the job itself. Six basic job dimensions are used in practice:89
– quality (the degree to which the process or result of a certain activity approaches the ideal way of performing a certain ac- tivity);
– quantity (produced or sold quantity expressed in monetary form, number of produced units or number of completed ac- tivity cycles);
– meeting deadlines (this dimension of work shows whether an activity is completed on time or at the earliest desirable dead- line, which is important for coordination with other activities and maximizing the time needed for other activities);
– cost efficiency (the degree to which the use of organizational resources is minimized while, at the same time, ensuring the maximum result or reducing loss);
– the need for supervision and instructions (the degree of inde- pendence of the employee in performing the work);
– interpersonal influence (the degree to which the employee promotes a sense of self-satisfaction, goodwill, cooperation with colleagues and managers).
Evaluating the performance of employees can be done by comparing:
– the performance of all employees that he evaluates in order to rank them;
– employee performance with a defined performance standard, choosing the one that best matches the performance of the employee being evaluated;
– an individual with defined performance levels.
When creating a system for evaluating employee performance, it is necessary to make a choice of performance that will be evaluated. Val- uation systems can be used to evaluate many things in business. These systems are designed with the purpose of determining the character- istics of a certain individual, but also relationships or work results, as well as achieved goals. All mentioned categories can be measured quantitatively and qualitatively. Based on the measured results, the organization with the highest performance is motivated by a reward for even greater contribution and engagement.
89 Bernardin, Russell, Annals of International Conference of Young Leaders,
Volume 1, 1998 , р. 243.
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Employee performance directly affects organizational performance. The link between organizational strategy, human resources and or- ganizational performance is still not methodologically unique and, in essence, is the result of a function of several variables. “Paauwe and Boselie (2005) stated in their study that there is no agreed perfor- mance measurement methodology and that is why the various stud- ies that examine the relationship between strategy, HRM and perfor- mance are inconclusive because they analyze different levels in the or- ganization (at the individual level, at the groups, at the organizational level) and measure performance differently. Each of the three levels of organization, individual, group and organizational contributes to overall performance (Buller and McEvoy, 2012)… Guest et al. (2004) understood organizational results as the effect of managing employee characteristics, innovation and interpersonal relationships between employees. That means, performance at the level of the organization is a function of several variables such as turnover, productivity, achieved finances, market share, characteristics of employees – human capital, innovation and interpersonal relations – social capital… In practice, it is often raised as a problematic question how to measure those varia- bles that are intangible in nature and cannot be quantified (expressed in numbers). Bassi and McMurrer (2007) developed a comprehensive model for measuring human capital and assessing its impact on organ- izational performance. Ulrich and Brockbank (2005) developed a met- ric for assessing intangible returns on HRM investment. These types of measurements provide a more complete and accurate assessment of the impact of strategy-related HRM on performance. At the group level, the level of performance can be measured similarly to the organ- izational level. Also, individual characteristics, attitudes, behavior and work performance can be objects of measurement”.90
Motivation and reward of employees. The knowledge and skills pos- sessed by the employees are not necessarily a guarantee that the ex- pected results will be achieved. People are sensitive beings, who carry both their happiness and their problems with them. Motivation is the force that moves them, directs and reflects their behavior. Motivated people translate their knowledge and skills into effective work. Glob- al changes and understanding of the strength of the individual based on his knowledge and abilities lead to the fact that today organiza- tions view human resources as primary development resources. How
90 Mihailović D., Management of human resources, manuscript in preparation.
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to encourage and improve their work, thereby personal satisfaction, is a question and a necessity for every successful organization. Motiva- tion, too, has its roots in the past. Starting from the classical, scientific school of management, Frederick Taylor sought to increase produc- tivity, which, due to a direct connection with increased performance, would also increase the economic reward. Taylor was a proponent of the theory in which financial compensation is the greatest motivating factor. He advocated that successful workers (as he calls them – “first class”) must be compensated 30 to 100% more than average workers. His motivation formula is:
higher earnings = higher motivation to work = higher performance. Henri Fayol, also a member of the classical school of management,
believed that the source of motivation lies in authority, and that the
size of the sanction, determined according to the degree of responsi- bility and hierarchical ladder, is a success factor.91
Abraham Maslow is the creator of the most famous motivational theory – the theory of the hierarchy of needs. He argued that every human being has five levels of primary needs that must be satisfied in order. The essence of his theory is that a need of a higher level can be satisfied only if a need of a lower level is satisfied, that is, that the satisfaction of needs must follow a hierarchical order of satisfaction, namely:
1. physiological needs (needs for air, sleep, food, water, rest, heat, reproduction, etc.);
2. security needs (needs for security, security from an uncertain future, uncertainty, etc.);
3. belongingness needs (needs for social life, emotions, accept- ance, trust, in the family, organization and among friends);
4. self-esteem needs (needs for self-respect, dignity, possession of reputation and status);
5. self-actualization needs (the need to fulfill all one’s potential, with the possibility for people to do the work they love and want). (Figure 1.11)
Douglas McGregor is a representative of the school of human re- lations. There are significant differences between the representatives of this direction in the understanding of motivation compared to the classical theory. With his famous X and Y theory, McGregor tried to
91 Williams C., Opus citatum, pages: 31–32.
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correct the shortcomings of the classical and connect the classical neo- classical theory of motivation. He divided employees into two groups, those who belong to theory X and are essentially indolent, do not like to work, have no ambitions and responsibilities, so it is necessary to force them to work because their needs are reduced to the level of physio- logical needs. In the second group consisting of theory Y, he classified hard-working people, self-aware, ambitious, responsible, guided by their higher-order needs.92
Frederick Herzberg is the creator of the so-called two-factor theory. In his research, he came to the conclusion that there are employees who feel good about their work and those who feel bad about their work, where the causes of job satisfaction and dissatisfaction come from two (special) groups of factors:
1. Factors whose presence prevents dissatisfaction i
2. factors that “lead” to satisfaction.
The first group consists of hygiene factors, which can cause dissat- isfaction among employees, such as organization policy, interpersonal relations, organizational culture, control and others.
The second group of factors, which Herzberg called motivators, consists of factors such as achievements, rewards, praise, responsibil- ity and others, which are actually employee satisfaction and lead to satisfaction.93
Clayton Alderfer supplemented Maslow’s theory of needs with em- pirical research, advocating the theory of the existence of three groups of needs:
1. existential needs;
2. the need for connection, i.e. belonging &
3. development needs.
The basic premise of this theory is that it is possible to satisfy mul- tiple needs at the same time, but also that they do not have to be satis- fied in a hierarchical order. This theory highlights the frustration-re- gressive dimension, which is the opposite of Maslow’s hierarchical one. Namely, it points to the consideration that frustration caused by the impossibility of satisfying needs on one level actually increases the
92 See more:Robbins P. S., Coulter M., Menadžment, Osmo izdanje, Data Status,
Beograd, 2005.
93 Ibidem.
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desire to satisfy needs on another level, where that level can be even lower.
David McClelland is the creator of achievement theory, which is based on the assertion that human needs differ in different cultures. He identified three primary human needs:
1. belonging needs (acceptance from others);
2. needs for power and influence, control of others and
3. needs of achievement, success, results.
Organizational behavior theorists, regardless of the school they be- long to, agree that motivation is a very important aspect of organiza- tional success. Motivation, as a complex phenomenon, implies that the human resources management must be a good connoisseur of it, in or- der to encourage interaction between employees and the environment in a way that employees contribute to the achievement of the organi- zation’s strategy with their behavior and actions, at the same time per- ceiving their efforts and effort as the satisfaction of individual needs.
However, it is difficult to rely on only one theory, because reality very often requires adjustments to the complex set of human resources in the organization due to increasing diversity, bringing together peo- ple of different faiths, needs, race, gender and education. As a result, an integrative model was created that connects several theories of mo- tivation.94
Human resource motivation is influenced by many factors. By look- ing at the statements of different authors, we singled out and harmo- nized with our contextual view of this topic, the following factors:
– individual factors of employees (perception, culture, attitudes, expectations, values, needs, aspirations, wishes);
– characteristics of the job (skills required by the job, interesting- ness of the job, degree of authority in the job, stimulation);
– characteristics of work organization (working conditions, manag- ers as collaborators);
– wider social environment (adopted values, general material standards).
“In theoretical considerations and research attempts in this area, it is common to divide motivation factors into material and non-materi- al. This systematization of motivators is based on goals (stimulators) that are present as distinctive attributes of those relationships. From
94 Robbins S., Organizational Behaviour, John Wiley and Sons, New York, 2003, р. 223.
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this division, as an inclusion, arises the one that considers motivation- al factors as ‛repressive and developmental’… It contains the funda- mental philosophical questions of the relationship between freedom and necessity”.95 Lack of motivation can lead to work absenteeism.96
Employment. The employment relationship implies the relation- ship between the employee and the organization, whereby it is reg- ulated by legislation. The role of the state is of great importance be- cause it determines these relationships. The law regulates many is- sues related to the employment relationship, from trade union organ- izations, working conditions, holidays, vacations, etc. The Labor Law regulates labor relations in both public and state services. There are a number of by-laws that define rights, obligations and responsibilities in more detail, such as: labor regulations, collective agreements and labor contracts.
By signing the employment contract, the employment relationship is established. Employees have the right to be part of trade unions, which form a formal organization resulting from the common inter- ests of employees. The trade union is independent in relation to the employer and it protects the social, economic and professional inter- ests of its members, through collective bargaining, as an authorized representative of workers. Their relationship largely depends on the management’s attitude towards the union. The collective agreement regulates the rights, obligations and responsibilities arising from the employment relationship, with the fact that it can also regulate other important issues related to employees and the employer. A collective agreement can be in the form of: general, special and individual col- lective agreement.
Health and social protection employed. The management of the or- ganization is obliged to provide its human resources with the condi- tions of a safe and healthy working environment. The protection sys- tem is an expensive measure and procedure that ensures the safety of
95 Mihailovi D., Risti S., Team work and work absenteeism, Belgrade, 2005, page: 156.
96 „Absenteeism means certain attitudes of workers towards work. It talks about the alienation of workers and represents a “silent” form of industrial conflict. Absenteeism is a symptom of various psychological, organizational, interper- sonal, health-related and similar problems in the work organization. Also, we can say that absenteeism is actually an indicator that something is wrong with the employee’s job satisfaction, interpersonal relations, working conditions, etc. Source: Ibidem, p: 193.
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human resources, eliminating potential dangers that could threaten the life and health of human resources in the process of work. All em- ployees must follow the labor protection rules and behave in accord- ance with them. Measures to protect the health and safety of human resources are part of the legal, but moral obligation of the manager. Harmonization of requirements regarding the psychophysical abilities of employees is an important preventive factor for the protection of employees. Training of workers is a legal obligation of employers. Of course, continuous care for a safe working environment reduces risks and dangers.
Leaving the organization. Leaving the organization can be volun- tary or involuntary. It occurs in cases of termination of the employ- ment relationship (by the employee’s will or retirement) and dismissal (due to technological redundancy, disciplinary measures, other rea- sons). Any reason for leaving the organization should be taken seri- ously as it can cause a number of problems and inconveniences. In order to avoid lawsuits, it is necessary to observe the normative rules of the employment relationship. Any illegal and inappropriate behav- ior of the organization towards human resources (mobbing, firing, re- ligious and racial discrimination, etc.) is subject to appropriate judicial procedure. Proper management of human resources will avoid such inconveniences. The work of employees in the civil service and local governments is defined by the Law on Civil Servants and the Law on Labor Relations in State Bodies.
Therefore, the importance of strategic planning of human resource management in environmental protection is indisputable, requiring a serious approach and knowledge of strategic management and human resource management. Strategic management, in essence, has an ex- ternal orientation, which implies the interaction of the organization and its external environment. Local self-government units also have their own strategies, which are differentiated depending on culture, nationality, religion, level of education of residents, social categories, etc., and which give a specific color to the systemic way of directing human resources towards the future. Strategic planning represents a very important segment of environmental protection of every local self-government. Observing the Republic of Serbia and its strategic plans, every local self-government should operate taking into account: the environment that is in transition to the EU economy; existing re- sources and their efficient use (renewable energy sources, energy ef-
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ficiency), sustainable production and consumption, innovations for sustainable development, education for sustainable development, green public procurement; expectations and goals observed through strengthening and supporting the environment (infrastructure for sustainable environmental development), establishing a long-term in- stitutional framework for sustainable development, etc.
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2. HUMAN RESOURCES IN PROTECTION ENVIRONMENTS OF LOCAL GOVERNMENTS
CHAPTERS
2.1. Human potential in environmental protection LGUs
2.2. Legislative and normative regulation as a support for human resource management of LGUs
Human Resources in Protection Environments of Local Governments
2.1. Human potential in environmental protection LGUs
The management of human resources, in accordance with the basic principles of the environmental protection system, represents one of the relevant challenges, related to the development determinations of the economic, social and ecological development of local self-govern- ment. Human resources are a socially responsible factor in the protec- tion of the environment from unacceptable deviations and, as such, the basis of its sustainability.
Human resource management, when it comes to the environment, is socially responsible management with the purpose of mitigating or completely eliminating environmental externalities and supporting the successful creation of sustainable local self-government development. This is precisely the reason for upgrading human resources manage- ment with an educational dimension, i.e. dimension that teaches how to rationally use natural resources, reduce pollution, reach the level of sustainability of waste manipulation through management actions, etc. The performance of environmental education of human resources is transformed into the strength of a new quality of economic, social and ecological development of local self-government.
“The main goals of socially responsible management of human re- sources, viewed in the context of sustainable development of local self-government, are: (1) the selection of quality people who will success- fully present the requirements of: a) sustainable development strategy (by creating strategic plans and setting strategic goals); b) sectoral strat- egies (by creating tactical plans and setting tactical goals); i, v) specific directives (by creating operational plans and setting operational targets);
(2) evaluation of the achieved performance of employees and establish- ment of a true measure of their value; and, (3) creating an organizational climate that favors the formation of a team approach to work that can potentially contribute to raising work productivity and ensure the full measure of satisfaction of interest groups ”.97
97 National strategy of the Republic of Serbia for approximation in environmen- tal areas, Chapter 1 Scope and methodology of the strategy, Belgrade, 2011, pag- es: 15–16; customized
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The management of human resources in any form of social organ- ization is a complex task, because almost always there are issues of compliance and cohesion of employees, their behavior, knowledge, creativity, will on the one hand, and the organization as a business system that in a certain way limits and constrains the role and individ- uality of employees, on the other hand. “Those questions of an inter- disciplinary nature point to a complex relationship between a person and an organization. That relationship has its own psychological, so- cial and organizational dimension.”98 People need an organization as an orderly system in which the differentiation of work tasks is clear, in which knowledge is transferred, there is a hierarchy and coordination of management from local to global, that is, planetary preservation. However, whether one starts from the individual as a person, through the organization, local self-government, national state to the global environment, or vice versa, there is a need for synchronized action of these elements in order to preserve and develop the environment. The development possibilities of human resource management in environ- mental protection are reflected in:
human potential (knowledge, abilities, skills, culture, ethics, social responsibility);
– additional environmental education (environmental knowledge within the curriculum should be supplemented with informal environ- mental education, as well as training for employees in local self-gov- ernments);
– social awareness of the population of local self-governments in
the field of ecology;
– development of ecological awareness of the population.
The management of human resources in the environmental pro- tection of local self-government takes as its starting point the clearly defined action of “Agenda 21”, which is named in the literature as the “Program of the 21st century” for sustainable development and environmental protection. Agenda 21 shows action as a set of actions that are interdependent and that only as such can support develop- ment with the ultimate goal of stable business, namely economically, ecologically and socially. It offers balanced management of different 40 spheres of human resources by dividing them into 9 groups. Some of them include workers, non-governmental organizations, women, youth, children, local self-government, farmers, the world of indus-
98 Mihailovi D., Risti S., Opus citatum, Belgrade, 2005, page: 24
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try, etc. It has been established that the activities of the aforemen- tioned groups are the key to the development and improvement of the country. As part of the actions that are applied on the topic of sustainable development at local levels, seven parts of this process are listed. Special emphasis is placed on Part I, which, as stated in Agenda 21, implies 99:
1. managing the work and improving the performance of local self-government towards sustainable development;
2. inclusion of sustainability in the work of local self-government (plans, projects, plans, political determinations and activities).
Management of work and human resources in environmental pro- tection would contribute to more effective inclusion of specialized hu- man resources who are not employed in local government, but in com- panies, education, hospitals and other organizations and institutions, in the process of environmental protection of LGUs. The development possibility in the management of human resources in environmental protection is also reflected in the additional environmental education not only of employees in local administration but also of the popula- tion. The presentation of environmental education measures is also seen through Agenda 21. It deals with the most basic and problematic processes in the field of environmental protection. Chapter 36, which is entitled “Improvement of education, training and social awareness”, defines three program areas (parts), each of which has its own goals, activities and method of their implementation:
A. reorientation of education in the direction of sustainable development;
B. strengthening public awareness;
V. improvement of training.
In section “A” it is clearly defined that a commendable level of awareness among residents must be reached as soon as possible. It is said that “all countries should comply with the recommendations from the conference in Jomtien and ensure the implementation of the decisions made.” In this sense, national strategies and actions should be prepared”.100
99 TERRAS: “REC/LA 21: Concept of sustainable development and local agenda 21”, 2005.
100 UZZS RIO 2014: “Agenda 21 (Summary)”, http://www.uzzs–rio.com/zakoni/
agenda_21.pdf, page: 97
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As previously explained, the National Strategy for Sustainable De- velopment was adopted in Serbia. The question is whether it is well implemented? The state must have clearly arranged methods for ed- ucating the population, from education in schools, study programs, including associations, non-governmental organizations, etc. It was suggested that the states have a national advisory body in the field of ecology and that with the help of international organizations they strengthen the awareness of citizens. Local self-government partici- pates in education through participation in school boards and through the possibility of additional educational content in the form of the or- ganization of additional education. However, we can see that such pro- grams did not bear fruit, or in some smaller local governments they were not implemented at all. Strengthening public awareness aims to improve broad public awareness as an essential part of general educa- tional efforts to improve behavior, values and actions for the purpose of sustainable development. It is important to emphasize the principle of transferring authority, responsibility and control to the local level over activities related to building environmental awareness of the pop- ulation (Николић Н., Гајевић А., 2015).
Of significant importance from section “B” it can be pointed out that it is predetermined that the State must promote the tasks of advisory bodies that aim to “spread public information about the environment and development ”101, and the UN system should strengthen control over education activities. It is also stated that states should support the formation of educational institutions in absolutely all sectors, which would aim to strengthen the public awareness of the population. In ad- dition to the above, cooperation with the media, the use of audio-visual methods, information through tourist activities in an unpolluted envi- ronment, all with the aim of improving the environment, were defined. When we talk about non-governmental organizations, according to Agenda 21, they are obliged to define, implement and improve sup- port programs that will include the youngest population “based on the decisions of the World Summit on Children”. In the improvement of training, as section “V” of subchapter 36, goals are defined that include the strengthening and improvement of professional training programs in the field of the environment. It is stated that it is necessary to use a capable and adaptable workforce, to provide entrepreneurs and pro- ducers with information about modern technologies that are based on the principles of environmental protection and know-how.
101 Ibidem, page: 98
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It is also necessary to ensure that all ideas and considerations about the environment and ecological problems are integrated and taken into account. The state should strengthen the program of practical ecological training of the population. It is evident that the Agenda it- self clearly defines what should be done in order to improve the envi- ronment, but it is obvious that there is a problem in implementing it and that such application has not borne fruit. From everything pre- sented, the question arises as to why the goals defined in this way are not implemented, taking into account that there are precise activities, goals, responsibilities and programs. Observing the current flows, ac- tivities and achieved results within the adopted Sustainable Develop- ment Strategy, the need for more intensive cooperation between the civil and public sectors is indicated. If everything were to remain on theoretical premises, or only on bureaucracy and declarative, Serbia would not only find itself in the problem of a large backlog in environ- mental care in relation to the EU, but the consequences of this could be a permanent loss of resources, an increase in pollution and a grow- ing gap. in relation to what is propagated by the global environmen- tal protection platform. When we talk about the implementation of the environmental protection strategy in Serbia, a neutral influence is characteristic.
The majority of the population is not involved in the implementa- tion, the system has not been adapted to a sufficient extent to signifi- cantly increase their involvement. In this way, what could be realized faster and with better quality is based on theoretical assumptions. It is best to start active cooperation between the civil and public sec- tors at the level of local self-government. Bearing in mind that each local self-government has its own characteristics, cultural coloring to a certain degree different from other self-governments, each of them is closer to the human resources that live and work in that territory than any regional or national organization. The implementation of the sustainable development strategy certainly depends on that closeness, that is, the ability of the local self-government to animate and moti- vate its human potential. All of the above can directly affect the change in the situation in which the environment is now. This strategy is ex- tremely well designed and defined. It is obvious that the problem in its implementation is due to the already emphasized peculiarities of each local self-government (Николић Н., Гајевић А., 2015).
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The only thing that stands between a person and what he wants from life is often only the will to try and the belief that it is possible to achieve it.
(Richard M. Devos)
Everything that the human mind can imagine and believe, it can achieve.
(Napoleon Hill) FORMED STRATEGY
LOCAL GOVERNMENTS
in the context of sustainable development and environmental protection
GOOD
(clear strategy)
BAD
(unclear strategy)
IMPLEMENTED STRATEGY LOCAL GOVERNMENTS
in the context of sustainable development and environmental protection
GOOD
(effective
strategy)
SUCCESS (1) FAILURE (past) RELATIVE SUCCESS
(the future)
(2)
BAD
(ineffective
strategy)
RELATIVE SUCCESS
(the past) SUCCESS (future) (3)
FAILURE (4)
Figure 2.1. Matrix of formulation and implementation of local self-government strategyin the context of sustainable development
The basic premise of a successful strategy of sustainable develop- ment and environmental protection of the local self-government should be a proper perception of the position of the users of the environment and the needs they express, that is, knowledge of the basic specifics of the development of the assumed municipality (local self-government). “The ultimate goal is to create a strategy that will cover these aspects, ie strategy should become a vision of a map traced by a sea of roads to the goal. The procedure to reach the projected goal is the prior estab- lishment of a rational relationship between two relevances: the first, which refers to the question of what local self-government, in the con- text of sustainable development, wants to become (which is achieved through strategic planning) and, the second, which refers to the ques- tion of how local self-government to achieve this (which is achieved through long-term planning and operationalization).”102 (Figure 2.1.)
102 Zecević M., Nikolić N., Opus citatm, page: 196 & Nikoliћ M., Management
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Several characteristic conclusions can be drawn from the presented
figure 2.1.
The first conclusion is related to the knowledge that only a well- formed (formulated) and implemented (applied) strategy results in success in the context of sustainable development and environmen- tal protection of local self-government. (First quadrant). The strategy of sustainable development and environmental protection of all local self-governments of the Republic of Serbia must be unconditionally directed towards reaching the position emitted by the content basis of the first quadrant.
The second conclusion is related to the knowledge that a badly formed (formulated) and implemented (applied) strategy results in failure in the context of sustainable development and environmental protection of local self-government. (Fourth Quadrant)
The third conclusion is related to the knowledge that a poorly de- signed (formulated) and well implemented (applied) strategy results in relative success in the future (positioned as a roulette), in the context of sustainable development and protection of the life of local self-gov- ernment. (second quadrant)
The fourth conclusion is related to the knowledge that a well-formed (formulated) and poorly implemented (applied) strategy results in failure in the future (positioned as an accident), in the context of sus- tainable development and environmental protection of local self-gov- ernment. (Third Quadrant)
In this context, it is necessary to point out McKinsey’s “7S” Concept, which defines seven variables that are interconnected and on which the implementation of the strategy depends. Therefore, these variables should be considered before choosing a strategy, because there are ev- ident differences in the structure, systems, style, personnel, skills and common values of the population, both by region and by individual local governments. For this reason, Agenda 21 did not achieve the ex- pected results in Serbia. Human resources play an important role in the implementation of the defined strategy. The implementation of the strategy largely depends on them and their knowledge, skills, innova- tions, and shared values. A well-defined global and national strategy can fail through poor implementation at the local level. It is precisely
trade, Belgrade, 2006, pages 174–177; adapted to the contextual view of the the- matic content of the given chapter (2.1)
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these specificities of local self-governments that influence the manner and degree of strategy indoctrination. Thus, interlocal differences and specificities could be classified as limiting factors of human resource management in environmental protection. This imposes reflection on the importance of understanding that the global strategy on environ- mental protection must start implementation at local levels, so that the overall positive effect at the global level is greater. Cooperation between state authorities, the population, and non-governmental or- ganizations through the strengthening of private-public partnerships (PPP ‒ Public Private Partnerships) is a condition for successful strate- gic implementation. In recent years, there have been developments in this field, but they are not systemic and are disappearing at the same speed as they were created. Therefore, everything is temporary and occasional, and without continuity it is impossible to successfully im- plement the planned strategy (Nikolić N., Gajević A., 2015).
In the planning of process activities and the successful realization of the concept of sustainable development and environmental protec- tion system, whether it is a component of the concept that covers the economic development sphere, or a component that covers the social development sphere, or one that covers the ecological development sphere – human resource management must assume the role of a stra- tegic partner, i.e. to formulate an appropriate development strategy on the basis of the strategic plan that will result in high-value organiza- tional performance of LGUs.
The interaction relationship between LGUs and the environment is reflected, in addition to the usual pressures of the environment, in the impact of the environment on the development of human resources, and thus indirectly on organizational outcomes.
The existence of a clearly defined strategic concept of LGUs is a nec- essary condition for local development. Legal regulations can contrib- ute to a better implementation of the national strategy at both the state and local levels, so certain laws have an important regulatory role. In addition to the good will to understand the regulatory legislation as an advantage and guarantor of future development, there is a well-found- ed suspicion that in the Republic of Serbia there are still no conditions for applying the adopted normative concept when it comes to “human capital” in the function of environmental policy. The question arises whether this is a consequence of the transition or a long-term focus on economic goals above all else, which must first be eradicated from the
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nation’s consciousness in order for the ecological concept to become a voluntary concept of human potential.
Serbia adopted the National Strategy on Sustainable Development, including sets of laws related to a secure economy, social justice and environmental protection. Now the adopted strategy needs to be im- plemented. It is not an easy job, because no matter how thorough- ly and well the previous steps of the strategic process are done, from analyzing the environment, defining the vision, mission and goals, to formulating the strategy, everything can lose its meaning if there is no adequate implementation. In order for it to be applicable and achiev- able in a real environment, we must not close our eyes to the limita- tions, failures and setbacks that are evident.
2.2. Legislative and normative regulation as a support for human resource management of LGUs
The strategy of the Republic of Serbia, as the strategy of the nation- al state, largely determines the strategy of the local self-government unit. Achieving goals related to the management of human resources in environmental protection of LGUs is limited by the legal regulations related to human resources, on the one hand, and the legal regulations related to environmental protection, on the other hand. For this rea- son, for the sake of better understanding, it is necessary to know the normative regulations in these areas and the national strategy of the Republic of Serbia, which are an indispensable segment of this topic with special emphasis on: National Strategy of Sustainable Develop- ment; National Employment Strategy 2020; Strategy for the develop- ment of education in Serbia until 2020; Law on Civil Servants; Law on Environmental Protection and Law on Local Self-Government.
The national sustainable development strategy is in line with the aspirations of the Republic of Serbia towards joining the European Union. The integrative process implies the harmonization of national strategies with the EU strategies, by implementing the necessary im- provement reforms. The EU Sustainable Development Strategy was adopted in 2001 and renewed in 2006. In March 2000, the Council of Europe adopted the Lisbon Strategy, which defined the EU’s goals until 2010. This strategy defines that the EU “become the most com- petitive and dynamic economy in the world, based on knowledge, capable of achieving sustainable economic growth with a greater
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number and quality of jobs and stronger social cohesion”.103 The es- sence of the Lisbon Strategy was in the improvement of knowledge and development. It did not bring the expected results, largely due to poor implementation. In addition to the difference in the national member states, experts highlight the absence of a legally binding force as a significant failure in implementation. The results of this strategy are better in the area of growth and employment, while in the field of research and development they are worse than expected. The cause of the bad results is largely due to the world economic crisis, which in 2008 greatly affected the EU economy. The consequences of this crisis were also reflected in the field of employment. A large number of em- ployees (millions of citizens) lost their jobs. Bearing in mind that the consequences of the crisis can last much longer than the crisis itself, a new strategy should have been adopted as a long-term measure, which will ensure a better future and ensure sustainable development. The new strategic document Europe 2020 was created in order to achieve the goals from 2010 to 2020.
The strategy of the European Union, Europe 2020, is precisely the vision of how to ensure new and safe jobs and a better life for citizens. The Europe 2020 strategy aims at economic development of the EU based on knowledge, while preserving the environment, a high level of employment, productivity and social cohesion. In addition to the cen- tral level of government, regional and local authorities also play a very large role in achieving the defined goals of the EU 2020 strategy. It is therefore very important that all levels of government are aware of the need for effective implementation of the Europe 2020 strategy on the ground in order to achieve comprehensive and sustainable economic growth and that each level of government has its role in implementing the necessary changes.104
The Europe 2020 strategy envisages ten integrated strategy
guidelines:
1. ensuring the quality and sustainability of public finances;
2. solving macroeconomic imbalances;
3. reducing the imbalance of disproportions in the Eurozone;
103 European Council, Presidency conclusions, Lisbon, 23–24 March, 2000, in- ternet: http://www. europarl.europa.eu/summits/lis1_en.htm. Opširnije videti detaljne informacije o celom Lisabonskom procesu na sajtu: http://ec.europa. eu/archives/growthandjobs_2009/
104 Serbia Open Society Fund, Guide to Europe 2020 Strategy, Belgrade, page: 8
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4. optimizing support for research and development and inno- vation, strengthening the knowledge triangle and unleashing the potential of the digital economy;
5. improvement of resource efficiency and reduction of green- house gas emissions;
6. improvement of the business and consumer environment and modernization of the industrial base;
7. increasing participation – participation in the labor market and reducing structural unemployment – (due to the gap between supply and demand);
8. developing a qualified workforce in response to the needs of the labor market, improving the quality of work and lifelong learning;
9. improving the performance of the education and training sys- tem at all levels and increasing participation in higher education i
10. promoting social inclusion and the fight against poverty. Among these guidelines, for the thematic area of our research,
there are also guidelines such as education, environment and work-
force, i.e. human resources.
“Member countries are in charge of developing their stability and convergence programs, as well as national reform programs, and then implementing policies related to the Strategy at the regional and local level.” (Figure 2.2)
The Republic of Serbia should coordinate its tasks and activities in accordance with the above because, taking into account the deter- mination of the Republic of Serbia towards European integration, the Europe 2020 strategy could be a significant roadmap for local and re- gional development.
The National Sustainable Development Strategy of the RS is aligned with the National Millennium Development Goals in the Republic of Serbia and the Millennium Development Goals of the United Nations. This strategy is also coordinated and coordinated with the strategies that are significant for the hypothesis in this dissertation, as it was pointed out in the National Strategy for Sustainable Development of the Republic of Serbia:
– the national employment strategy for the period from 2005 to 2010 (adopted by the Government in 2005);
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– local sustainable development strategy (adopted at the General Assembly of the Permanent Conference of Cities and Municipalities in December 2005);
– the national waste management strategy, with the program of ap- proximation to the EU (adopted by the Government in June 2003);
– the strategy for the development of professional education in the
Republic of Serbia (“Official Gazette of RS”, number 1/07);
– strategy for the development of adult education in the Republic of Serbia (“Official Gazette of RS”, number 1/07); – The Regional Devel- opment Strategy of the Republic of Serbia for the period from 2007 to 2012 (“Official Gazette of the RS”, number 21/07);
– the national action plan for children (adopted by the Government in 2004).
Table 2.1. Division of tasks of national EU member states in relation to
regional and local authorities
DEBT REVIEW
MEMBER COUNTRIES OF THE EUROPEAN UNION
State authorities * Presentation of the stability and convergence program to the EU institutions before adoption at the national level.
* Creation of national programs on the basis of which the achievement of national strategy goals is monitored (stimu- lation of growth through investments in education, research, innovation and energy efficiency).
Regional and local authorities * Since in many countries of the European Union regional and local authorities are responsible for policies in the field of education and training, entrepreneurship, the labor market or
infrastructure, it is very important that there is continuous co- operation and dialogue of all levels of government in matters that are key to achieving the goals Strategies.
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It is important to note that the environmental protection programs define general, short-term (2007-2011), continuous (2007-2016) and medium-term (2012-2016) environmental protection policy goals and instruments for achieving the set goals..105
By adopting this strategy, a set of principles was adopted that are directly related to this topic:
1. “intergenerational solidarity and solidarity within a genera- tion.” Satisfy the needs of current generations without jeop- ardizing the rights of future generations to satisfy their own needs. To achieve solidarity within a generation through a democratically coordinated distribution of available natural and created capital, in a way that provides basic human needs for all social groups;
2. open and democratic society – participation of citizens in de- cision-making. Guarantee civil rights, ensure access to infor- mation and ensure access to justice. Ensure appropriate con- sultations and participation of citizens in decision-making. Defend the stability of democratic institutions on the basis of peace, security and freedom;
3. knowledge as a carrier of development. To promote a pros- perous, innovative, competitive and environmentally efficient economy based on knowledge, which ensures a high standard of living and full and high-quality employment. Promote ed- ucation and development of public awareness about sustain- able development;
4. involvement in social processes. Promote the full integra- tion of citizens into society, encourage equal opportunities for everyone, by promoting human rights, especially gender equality, fighting against all forms of discrimination, affirm- ative measures for marginalized groups and reducing pover- ty. Differences and polarization between members of society should be minimized and social exclusion and poverty should be constantly fought;
5. integration of environmental issues into other sectoral poli- cies. Promote the integration of economic, social and envi- ronmental approaches and analyses, and support the use of instruments such as strategic environmental assessment.
105 National Strategy for Sustainable Development Republic of Serbia, Belgrade, page: 11
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Encourage social dialogue, socially responsible business and public-private partnership;
6. precautionary principle. Demand the preservation of natural balance in circumstances where there is no reliable informa- tion about a particular problem. Each activity must be planned and implemented in a way that will cause the smallest possi- ble change in the environment. In the case of possible and significant impacts on the environment, undertake preven- tive activities, especially in situations where the well-being of people and animals is endangered;
7. polluter/user pays principle, inclusion of environmental costs in the product price. Internalize the costs related to the envi- ronment, that is, include the costs of environmental destruc- tion in the economic costs of the polluter/user, applying the polluter/user pays principle. In this way, the full economic price is covered, which includes the costs of production, use and disposal of the product during its entire life cycle;
8. sustainable production and consumption. Respect balanced relations in the exploitation of natural resources and ensure a high level of protection and improvement of the quality of the environment. Reduce environmental pollution and promote sustainable consumption and production, so that economic growth does not cause a proportional increase in environ- mental degradation.”106
The implementation of national strategies can be accompanied by legally binding measures. Management of human resources in the environment is determined by the Law on Environmental Protection (“Official Gazette of RS”, number 135/04, 36/09, 36/09, 72/09). The subject of this law is “an integral system of environmental protection that ensures the realization of the human right to life and development in a healthy environment and a balanced relationship between eco- nomic development and the environment in the Republic of Serbia.” The environmental protection system is regulated as follows:
– sustainable management, preservation of natural balance, in- tegrity, diversity and quality of natural values and conditions for the survival of all living beings (Art. 2 “Official Gazette of RS”, number 135/04, 36/09, 36/09, 72/09);
106 Ibidem
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– prevention, control, reduction and remediation of all forms of en- vironmental pollution (Art. 2 “Official Gazette of RS”, number 135/04, 36/09, 36/09, 72/09).
An important segment of this law is the part that deals with the obliga- tions of local self-government units, as well as human resources planning:
□ In implementing the environmental protection system, the Republic of Serbia, autonomous provinces, local self-govern- ment units, legal entities and natural persons are responsible for any activity that changes or may change the state and con- ditions in the environment, i.e. for failure to take environmen- tal protection measures, in accordance with by law (Art. 5 “Of- ficial Gazette of RS”, number 135/04, 36/09, 36/09, 72/09);
□ The autonomous province and the local self-government unit, within the competences established by this and the special law, adopt their plans and programs for the management of natural resources and goods, in accordance with the strategic documents from Article 12 of this law and their specificities.
Two or more local self-government units may adopt joint programs from paragraph 1 of this article (Article 13 “Official Gazette of RS”, number 135/04, 36/09, 36/09, 72/09);
□ Autonomous provinces and local self-government units adopt environmental protection programs on their territory, i.e. lo- cal action and rehabilitation plans, in accordance with the Na- tional Program and plans from Art. 65 and 66 of this law and their interests and specifics.
Two or more local self-government units adopt a joint environ- mental protection program in order to reduce negative impacts on the environment or for reasons of economy (joint management of waste, wastewater, etc.), (Art. 68 “Official Gazette of RS”, No. 135/04, 36/09, 36/09, 72/09).
The national environmental protection program is drawn up for a period of at least ten years. This is prescribed by the Law on Environ- mental Protection. This program is in accordance with the adopted National Program for the Integration of the Republic of Serbia into the European Union (abbreviated: NPI).
The implementation of this program is carried out through the de- velopment of an Action Plan adopted by the Government for a period
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of five years. The National Environmental Protection Program con- tains:
– “description and assessment of the state of the environment;
– basic goals and criteria for the implementation of environmental protection as a whole, by areas and spatial units with priority protec- tion measures;
– conditions for the application of the most favorable economic, technical, technological, economic and other measures for sustainable development and management of environmental protection;
– long-term and short-term measures to prevent, mitigate and con- trol pollution; carriers, method and dynamics of realization;
– funds for implementation.” 107
The National Employment Strategy 2020 (“Official Gazette of the RS”, number 55/05, 71/05, 101/07, 65/08 and 16/11), clearly defines the goals and presents the current situation in the Republic of Serbia, which is affected by the global economic crisis , which was also reflect- ed in the increase in the unemployment rate. The national employment strategy states: “The complex situation and unfavorable indicators on the labor market, the mismatch of supply and demand on the labor market and the mismatch of the system of qualifications and profes- sional education with the EU represent challenges that the Republic of Serbia will face in the coming period.” The educational challenge is closely related to the demographic challenge. In conditions where a significant reduction in the workforce is expected, this reduced num- ber is also expected to achieve an ambitious GDP growth rate of 5.8% on average per year, which would lead to the creation of over 400,000 new jobs in the next decade. All this imposes the need to significant- ly improve the quality of available human capital and its utilization, beyond the improvement that will be achieved by a simple change of generations..”108 Therefore, the efforts made will be in the function of improving the quality of human resources, through additional educa- tion, training, motivation, etc. Bearing in mind that the management of human resources in environmental protection is carried out by the local self-government unit, this strategy more closely defines their sta- tus in the employment process:
107 National environmental protection programs of the Republic of Serbia, 2010.
108 National employment strategy, “Official Gazette RS”, number 55/05, 71/05,
101/07, 65/08 and 16/11, Belgrade, page 19
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„Within the Ministry of Economy and Regional Development, the Employment Sector deals with employment matters. In view of the implemented rationalization of the number of employees in state ad- ministration bodies, there is a need for a limited number of employees in this sector to have greater knowledge and skills necessary to per- form all tasks… Local self-government training has begun. The goal of the training is for representatives of local self-governments and mem- bers of local employment councils, who participate in the creation of local employment policy, to be informed and acquire the necessary knowledge for the development of a local employment action plan..”109
We highlight the most important parts of the National Employment Strategy that are of interest to the management of human resources in environmental protection as they are classified in the strategy.
Improvement of human capital and greater social inclusion
“The development and improvement of human capital are essential for employment strategy and policy. Raising the quality of the work- force through education and training and the social inclusion of indi- viduals and groups that are in a state of social exclusion will contrib- ute to the economic and social development of the Republic of Serbia. The essence of the educational policy in the coming period should be reflected in the reform of the educational system, which includes the reform of educational laws, the reform of curricula, the construction of institutions, the professional training of teachers and directors of edu- cational institutions, and then a media campaign to better inform the public about educational reform. The entire education policy should be based on the real and realistic needs of the labor market and in the di- rection of taking all the necessary steps to prevent early school leaving. Due to the importance of the development of the education system, it is very important to establish cooperation and coordination of rele- vant actors, in order to manage education in an appropriate manner, to notice the shortcomings that lead to the mismatch of supply and demand and differences in the labor markets. Cooperation and coor- dination are also important for establishing a system of financing the development, control and management of institutions and programs of education and training.” (“Official Gazette of RS”, number 55/05, 71/05, 101/07, 65/08 and 16/11, pages: 24, 33, 35).
109 Ibidem, page: 21
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Development of regional and local employment policies
“In the coming period, the local self-government gets a new role and responsibility, which entails not only the implementation of the na- tional employment policy, but also the creation of a local employment policy that will respect all the characteristics and specificities of the local environment.” (“Official Gazette of RS”, number 55/05, 71/05, 101/07, 65/08 and 16/11, pages: 24, 33, 35).
Improving the quality of human capital
“Measures and activities should be aimed at encouraging the pro- fessional development of workers, through the development of a ca- reer guidance and counseling system, as well as at reducing the mis- match between supply and demand on the labor market, that is, the mismatch between the world of work and education.” The process of education and learning should be directed towards learning outcomes,
i.e. the applicability of acquired competences and increasing competi- tiveness on the labor market.” (“Official Gazette of RS”, number 55/05, 71/05, 101/07, 65/08 and 16/11, pages: 24, 33, 35).
Increasing the competencies of unemployed persons by acquiring knowledge and skills through the establishment of a short training system
“In cooperation with employers, an examination and assessment of the educational needs of employers will be carried out, in order to de- fine programs and determine target groups of persons, who will attend specific trainings for specific jobs.” (“Official Gazette of RS”, number 55/05, 71/05, 101/07, 65/08 and 16/11, pages: 24, 33, 35).
Until 2006, employment in local self-government units was regu- lated by the Law on Labor Relations in State Bodies (“Official Gazette of RS”, No. 83/2005).
With the entry into force of the Law on Civil Servants (“Official Ga- zette of RS”, No. 79/2005), the Law on Labor Relations in State Bodies ceased to apply to labor relations in state bodies. This law clearly de- fines the principles of the actions of civil servants, evaluation and pro- motion, professional development and training, as well as additional education, responsibility of civil servants, regulation of the personnel system, etc. The research carried out with the aim of obtaining results on the true picture of the working status of employees in local self-gov- ernment, which was carried out by the Ministry of State Administra-
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tion and Local Self-Government, indicates the shortcomings that are most pronounced in human resources planning, then the recruitment process, employee scheduling, employee performance evaluation, compensation for work and advancement. In the research report, it was stated that the absence of an adequate concept of employment in local self-government caused the lack of qualified, trained and suffi- cient professional staff:
“The most obvious problem that we have observed in real practice is the constant growth of the number of employees in local self-gov- ernment. The astonishing differences in the number of employees cannot be justified by real differences in the number of inhabitants and the size of territories, nor by differences in the amount of work and administrative services provided by each municipality. Moreo- ver, the research conducted in this area did not indicate the exist- ence of empirical evidence that the increased number of employees in certain local self-government units in any way contributed to the improvement of the performance of their services – ensuring a better quality of services to citizens and legal entities. Moreover, excessive employment in some local self-government units has led to constant pressures on the municipal and national budget, which means that, instead of being used for the common good, budget funds have been spent on ineffective and exaggerated local administration. The first question that is asked of you.110
That is why it is necessary to pay considerable attention not only to the employment of qualified experts, but also to mandatory pro- fessional training, which is without any doubt an important feature of any modern and well-developed state administration. Environmental training would improve the performance of both individual employ- ees and the entire local administration in environmental protection. The training process should be part of the strategic plan of the local self-government. The new attitude towards the environment, as well as the transformation of the spirit of the modern sphere of work, be- comes not only an imperative of local self-government, but also a plan- etary imperative. The Committee of Ministers of the Council of Europe in 2008 adopted the European strategy for innovation and good gov-
110 A research and study that resulted from it under the title “Local Self-Govern- ment in Serbia – Status and Potentials” was implemented within the framework of the UNDP and Ministries of State Administration and Local Self-Government project under the title “Support to Strategy and Reform of State Administration in Serbia – Phase 2”. (Human resource management manual, Belgrade, 2012)
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ernance at the local level, which emphasizes the need to ensure the professional expertise of local civil servants in order to continuously maintain and improve their expertise with the aim of improving the results of their work and success, and all overall in order to achieve better final results.
The Law on Local Self-Government (“Official Gazette of RS”, No. 129/2007 and 83/2014) is also important when we talk about the man- agement of human resources in environmental protection at the local self-government level. As stated in the Law, it regulates local self-gov- ernment units, criteria for their establishment, competences, bodies, supervision of their acts and work, protection of local self-government and other issues of importance for exercising the rights and duties of local self-government units. Certain articles of this Law are very im- portant for the protection of the environment and the management of human resources in accordance with it:
– The municipal statute may stipulate that assistants to the president of the municipality are appointed in the municipal administration for certain areas (economic development, ur- ban planning, primary health care, environmental protection, agriculture, etc.). The assistants of the municipal president in- itiate initiatives, propose projects and make opinions regard- ing issues that are important for development in the areas for which they are appointed and perform other tasks determined by the act on the organization of municipal administration (Art. 58, “Official Gazette of RS”, No. 129 /2007 and 83/2014);
– Through citizens’ initiatives, citizens propose to the assembly of the local self-government unit the adoption of an act that will regulate a specific issue within the competence of the lo- cal self-government unit, change the statute or other acts, and call for a referendum in accordance with the law and statute. The statute of the local self-government unit determines the number of citizens’ signatures required for validly launching a citizens’ initiative, which cannot be less than 5% of voters (Art. 68, “Official Gazette of RS”, No. 129/2007 and 83/2014);
– In order to improve the development of local self-govern- ment, its protection and realization of common interests, local self-government units can establish their own associations. Associations of local self-government units represent the in- terests of their members before state authorities, especially in
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the process of passing laws and other acts of importance for the protection, improvement and financing of local self-gov- ernment, as well as other regulations of importance for the implementation of the work of the local self-government unit. The provisions of the law regulating the establishment and op- eration of associations are applied to the establishment and operation of associations of local self-government units (Art. 89, “Official Gazette of RS”, No. 129/2007 and 83/2014).
Education development strategy in Serbia until 2020. The strategy for the development of education in Serbia until 2020 (“Official Ga- zette of the RS”, number 107/2012) aims to improve education in Ser- bia in line with the needs of the nation, which are based on knowledge, the transfer of innovations, while preserving and nurturing cultural heritage and identity , and the condition that society, science, econo- my and education, as their overall aspirations, bring them closer to the EU. What represents the essence and importance of human resource management in environmental protection is expressed in this strategy as follows.
“The education system assumes the role of a key development factor because a well-educated population of Serbia is a real resource both for the proper use of Serbia’s natural and other inherited resources, as well as for the development of new ones, primarily those that will be based on the progress of science.
The depopulation trends that will characterize the foreseeable future of Serbia point to the finding that the development of Serbia cannot be based on the numerical increase of human resources (working-age population), but solely on raising the creative and productive qualities of these resources, which is the exclusive task of the education system. All the more so, because for the foreseeable future, the emigration of a quality working population from Serbia is expected to continue, to a greater or lesser extent, while no significant immigration of such a population to Serbia can be counted on at all.
Very large disparities in the level of development of the regions in Serbia and high unemployment cannot be reduced more quickly and significantly by an economy that is technologically outdated, based on a lower qualified workforce and with little newly created value. Solving these problems of Serbia is feasible, especially in the long term, exclu- sively through the technological modernization of production, more
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product innovations than process innovations and the development of emerging production sectors..”111
A very important segment of this strategy, which concerns the par- ticipation and influence of local self-governments on the educational process and management of institutions, is defined in the part – Com- mon framework for the development of pre-university education and upbringing, in which it is defined that in the further development of the governing body, certain measures are applied and under the point
3. states: “Strengthening the role of management bodies in establish- ing two-way connections between educational institutions and the lo- cal environment and parents.” This should be the basic function of the governing body in order to improve the upbringing and education of children from the given local area.”112
111 Strategija razvoja obrazovanja u Srbiji do 2020. godine, Ministarstvo prosvete i nauke, Beograd, strana: 9–10
112 Strategija razvoja obrazovanja u Srbiji do 2020. godine, Ministarstvo prosvete i nauke, Beograd, strana: 34
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3. ENVIRONMENTAL EDUCATION AND DEVELOPMENT IN SERVICE
OF THE HUMAN RESOURSE MANAGEMENT
CHAPTERS
3.1. Development of individual and collective environmental awareness
3.2. Contemporary ecological and educational orientation in the service of Human Resource Management (HRM)
Environmental Education and Development in Service of the Human Resourse Management
1.1. Development of individual and collective environmental awareness
Human capital, defined through individual and collective knowl- edge, skills and abilities (KSAs), emphasizes the importance of intel- lectual capital as a carrier of modern development aspirations. “In order to encourage the development of knowledge and skills essen- tial for the performance of specific jobs, managers should strive for the model of a “learning organization’’. At the same time, the goal is not only to design adequate training programs, but also to create an organizational environment that encourages learning and the ex- change of knowledge and experiences in order to identify with the best practice. No matter what kind of organization it is, it cannot always predict the necessary and adequate knowledge and ensure their adop- tion. That is why it is necessary to develop informal forms of education through self-improvement, through which the working competence of employees would be developed and maintained. With such an integral approach, one can strive to achieve the excellence of human resources in the organization.”113
One of the principles of sustainable development promoted by the National Strategy for Sustainable Development of the Republic of Ser- bia is “Knowledge as a Carrier of Development”. This principle includes the achievement of high-quality employment with an emphasis on an environmentally efficient economy with knowledge and innovation as the primary potential. In addition, in the framework of knowledge as the carrier of development, it is planned to promote education and develop public awareness about sustainable development. It implies finding ways of acting and a real path to balanced, integral solutions, based on sustainable development. Between 2005 and 2014, the Unit- ed Nations declared the World Decade of Education for Sustainable Development (Decade of Education for Sustainable Development; ab- breviated: DESD). The purpose of DESD is to promote and focus ed- ucation as a crucial tool in preparing young people to be responsible future citizens, so that our future generation shapes society in a sus- tainable way. All levels of education and domains should be included in ESD contributions.
113 Mihailović D, Menadžment ljudskih potencijala, rukopis u pripremi
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Providing effective education is the third sustainable development goal in the group of ten Sustainable Development Goals recommended by the UN Network for Sustainable Development Solutions. “There is strong evidence that more knowledge, on-the-job training, and work experience enable individuals to also increase their productivity with- in the labor force (as most directly indicated by earnings)…Education plays a key role in two types of growth, endogenous growth and catch- up growth . Endogenous growth is based on new technological break- throughs, such as the ongoing revolution in information and commu- nication technology. Technological advances are usually the result of intensive research and development by top scientists and engineers with the highest academic degrees. Another type of growth is based on the adaptation of foreign technologies. These technologies sometimes require local skills of the importing country. However, certain technol- ogies cannot be used as they are, but must be adapted for local needs.” In general, the transfer of technology, including that which supports sustainable development and the environmental protection system of local governments, requires the education of future users, affects the development of their individual and collective consciousness, i.e. it is a necessary condition for understanding the interactions of the social, economic and ecological dimensions of sustainable development.
The educational process in the contextual view and research of the topic of environmental protection contributes, without a doubt, to the creation of an institutional culture of sustainability, the education of environmentally responsible citizens, the improvement of environ- mental literacy for all, the involvement of all interested parties, i.e. persons, groups, organizations or institutions that may benefit in con- nection with a very specific organized action in this area – all for the purpose that social participants in environmental protection would benefit and improve the quality of life.
Therefore, all developing countries (such as ours) must strive to create environmental education, whose role in achieving a successful sustainable development strategy is immeasurable. It can be said that eco-management also starts with projects by the top management, where the implementation of eco-educational strategies and programs implies that the management of the local self-government must give its maximum in the management of human resources in environmen- tal protection.
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In addition to legal regulations, external measures of control and monitoring, every local self-government needs an eco-manager whose behavior, along with economic logic, also includes environmental eth- ics, environmental awareness, conscience and knowledge. Sustainable development should not be demagoguery of tolerable development, but long-term economic, environmental, educational and social sta- bility of the community to which we belong.
As part of the National Environmental Protection Program, which we mentioned in the Introductory Considerations of this dissertation, an analysis of the current situation was made, so the program states that the general level of environmental awareness in the Republic of Serbia is low, that there is no awareness of the urgency of solving envi- ronmental problems and that formal education in environmental pro- tection (from preschool to university) is not satisfactory. Irrational use of resources is a consequence of such a situation.
The reasons for the low level of environmental culture are:
– “insufficient representation of this type of education in plans and programs, starting from preschool institutions and up to higher levels of education;
– lack and insufficient availability of teaching materials;
– insufficient availability of informal forms of education in the giv- en area;
– lack of information system;
– lack of high general educational level and low living standard of the population.”114
The reason for the weak participation of citizens in environmental education lies in the low standard of living and underdeveloped mech- anisms of citizen participation in educational processes. As a solution, measures were proposed for the implementation of this program, such as the introduction of environmental education and a system of small subsidies to raise the environmental awareness of the population.
The dynamics of the implementation of the measures are also fore- seen. As emphasized in the National Environmental Protection Pro- gram: “There is a need for a strategic approach in the implementa- tion of environmental education in accordance with the principles of sustainable development, which would make it easier for the develop-
114 National environmental protection programs, http://www.ekoplan.gov.rs/ src/Donet-National-environment-protection-730-c32-content.htm
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ment and reform processes to include all educational institutions in the Republic of Serbia.” In addition to significant progress and efforts made in recent years to improve the results of environmental educa- tion, it is far from internationally established standards in Serbia. As a result, an initiative for the reform of teaching in this area was sent to the Ministry of Education. The problem is greater in preschool and primary education than in secondary education. In addition to the in- troduction of special profiles dealing with environmental protection, a certain number of experimental departments and teaching subjects from this field were also introduced in high schools. The question aris- es as to what to do with the generations who left the school desks a long time ago. Their consciousness is already quite defined, framed by an earlier system of values. Changing the environmental perception of mature people can sometimes be a Sisyphean task. This does not mean that the awakening of environmental awareness should be abandoned, but the problem needs to be solved in a different way. Children are the greatest hope. They deserve to upgrade and refine their pure thoughts and spirit in a clean environment. Children in Serbia deserve it just as much as children in any other part of the planet. In 1990, the World Commission for Environment and Development pointed out the im- portance of research and improvement of the relationship between children and the environment.
It is relevant that environmental education and especially aware- ness about recycling 115, as an important segment of sustainable de- velopment, very important at the local level, it should start already in childhood, i.e. in preschool age and lower grades of elementary school. One should not, certainly, in accordance with the stated assump- tions, expect a revolutionary success in the adoption of environmental awareness among children of this age, but the fact is that this creates a pledge for the future of behavior along the lines of understanding ecological behavior and contributes to moving the limit of indifference
115 Recycling brings, as economic benefits, as well as benefits in reducing pol- lution. Using recycling saves natural resources and energy. Recycling reduces landfill waste, the cost of landfills, and the need to clear new land for a new land- fill. Practically, it includes the processing of used materials (waste) into a new product in order to prevent the spoilage of potentially useful materials, reduce the demand for raw materials, use of energy, air pollution (from the incineration process) and water (from landfills). Recycling is a key third component of mod- ern waste management; in addition to revitalization and new uses, it forms the basis of the waste management hierarchy (source: www.održivezajed.).
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towards the preservation of the environment and its development. All changes in the environmental education system must be in accordance with established international standards defined in:
• UN Conference on Environment and Development – Rio in 1992;
• UNESCO conference on education and development of public awareness for sustainability – Thessaloniki in 1997;
• “Millennium Declaration”, to the UN Conference on Sustainable Development, Johannesburg in 2002;
• “Education for all – the way to a developed society” – Dakar 2002;
• “Declaration of the Ministers of the Environment on Education for Sustainable Development” – Kyiv in 2003;
• “Education Strategy for Sustainable Development of UNECE” – Vilnius in 2005; “UN Decade of Education for Sustainable Develop- ment”, 2005-2015. years;
• UN Conference on Sustainable Development, 2012, “Earth Sum- mit 2012” and “Rio+20”.
The education development strategy in Serbia is also harmonized with international standards, in which education is understood as the most important element, as stated: “The education system is the most important element of the life and development infrastructure of every individual, society and state because its overall effect determines the extent , the quality and effects of construction and use of all other systems and resources, as well as the overall quality of life and devel- opment potential of individuals and communities. The mission of the education system in the Republic of Serbia in the 21st century is to ensure the basic foundation of the life and development of every indi- vidual, society and state based on knowledge”.116
There are different approaches and ways of acquiring knowledge. Bearing in mind the presented current situation and real possibilities of the Republic of Serbia, as well as the specificities of its local self-gov- ernments, environmental education and the development of environ- mental awareness of the population beyond current school education, it is possible to acquire:
– additional education (formal and informal) from children of pre- school age to older generations;
116 Education Strategy in Serbia until 2020, “Official Gazette RS”, no. 107/2012,
Belgrade, page: 7
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– professional development of human resources who are initiators, carriers and motivators of the environmental protection process at the level of local self-governments;
– permanent public information of the population about the envi- ronment.
Institutions/organizations that support their business focus with environmental protection management certainly apply knowledge management in their practice, because knowledge is a factor that drives and creates value. Only human resources, which continuous- ly design knowledge and competences within themselves, and intro- duce them into the zone of sustainability, are capable of generating progress in every human activity/field, and hence also in the field of environmental protection. Strategic effects par excellence in the field of sustainable development and environmental protection are based on the unique value of knowledge management and human resources management.
1.2. Contemporary ecological and educational orientation in the service of Human Resource Management (HRM)
The human factor is the key cause of the degrading state of the envi- ronment. Likewise, only man can prevent further damage by changing his behavior. There are many ways, but over the years, investment in education and informing residents has proven to be the most effec- tive. In the education system in Serbia, ecological education is repre- sented from pre-school institutions, then, during elementary school, through the subjects of familiarization with nature (the world around us), in the older grades it is geography, biology, etc. Although eco-edu- cation is conceived as an (insufficient) part of the mentioned subjects, already in high school we could expect young people, formed person- alities, to be supported by basic ecological knowledge that should have a positive effect on the environment. However, the result is there, but not satisfactory. The effects of the environmental education process in practice should be more visible. As the environmental crisis is becom- ing an increasing problem both in our country and in the world, it is necessary to take steps aimed at improving environmental education. It should be borne in mind that modern man is preoccupied with var- ious social, business and private obligations. He has little time left for extra activities. For this reason, additional education in environmental
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protection must also be highly productive and efficient, without taking up too much time for the individual who would participate in such a program. (Николић Н, Гајевић А., 2015).
“The basic principle of eco-education and upbringing is expressed in the demand that ecological education should not only be informa- tion about eco-facts, that the knowledge that students acquire should not only be at the level of information, but that the whole life in edu- cational institutions should be adequate to ecological requirements.”117
The fact that every individual must understand is stored in the awareness that human actions can have a negative or positive effect on ecological improvement, that is, that the essence is in human ac- tion and reaction. The lecturer’s task is to convey that understanding, and then to develop knowledge and a positive feeling towards the en- vironment. The degree of knowledge and developed sense and need for environmental protection differs between city dwellers and ru- ral dwellers. For the same reason, the method of education must be brought closer to the population in different ways, both from the as- pect of educational and cultural differences, as well as from the aspect of age. The rural population is largely unaware of this problem because it is still a part of nature and a clean environment, but bad habits are transmitted through frequent population migrations from village to town to village. Additional education in environmental protection is mainly reduced to the problem of waste growth and disposal. Ecolog- ical balance is imperative for the future. It has been proven that the decline of the ecological balance has a negative impact not only on the economy and the reduction of natural potentials, but also on people’s health, and it is also manifested by the disruption of barriers in hu- man daily life. Man is generally and theoretically aware of these facts, but it is necessary to divert his attention by raising awareness that the solution requires his direct participation, which must first be based on ecological knowledge. The way of acquiring knowledge can be school, but also outside school, if we want to directly influence people’s atti- tudes and behavior. Formal education as a systemic approach is rela- tively uniform at the level of the entire Republic of Serbia, but infor- mal education on environmental protection does not have a strategic approach, it is unsystematized and uneven. For this reason, the result is not satisfactory. Non-formal education can be a powerful form of
117 Šekhović S., Marjanović R., Biočanin R., Ecological education in the function of
environmental protection, TIO, 2008.
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strengthening the public awareness of the population. Creating a net- work of centers and an online network between local self-governments for cooperation and environmental protection, with the possibility of training employees and active participation of citizens from the idea, through decision-making to criticism, could be a new form of infor- mal learning. Each local self-government should provide continuous support to educational institutions in its territory and help in the prac- tical application of additional informal environmental education. Of course, in addition to waste management, it is necessary to give im- portance to the development of environmental awareness (about the necessity of protecting water, biodiversity, benefits arising from the development of energy efficiency, etc.), by implementing the activities defined by the Action Plan for the Environment and Children’s Health, in which local self-government is recognized as necessary participant (Nikolić N., Gajević A., 2015).
The conditioning of the elements of the organization’s structure and its environment is determined by the local character, on the one hand, and the individual characteristics of human resources, on the other. This conditioning can be viewed from the perspective of the individu- al and the organization. An individual as a person in the case of envi- ronmental protection cannot do much alone. People need an organized system with precise differentiation of work tasks. Only then will each individual’s contribution be meaningful and useful. It’s clear. The key solution to the problem is found in a formally defined service that per- sistently deals only with this topic, i.e. by raising the awareness of the LGU population that the quality of the environment depends on people.
Bearing in mind the stated views, we understand the complexity and sensitivity of this issue. Overcoming this lies in the synchronization of the state and local self-government units in environmental protection. This implies the engagement of services at the local level, which are defined as certified bodies for the performance of these duties in con- tinuous cooperation with the state:
– developing a network of centers for human resource management in environmental protection;
– professional training of employees in environmental protection;
– awakening the ecological awareness of the population at every step, constant information, additional environmental education;
– involving children and adults in voluntary environmental protec- tion actions;
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– realization of practical eco-workshops;
– continuation of continuous implementation of public works with the aim of environmental protection, including unemployed persons;
– strengthening cooperation with other local administrations in the environmental segment, etc.
It is also necessary to point out that in ecological reengineering all processes should be ecologically profitable, to prove and show to the target group that is being trained that processes that imply environ- mental protection (for example, selection of waste at the source, re- cycling) are not just steps towards preservation of the planet, but also an ecologically profitable procedure. The Annex presents a pilot study of research on the level of environmental education of school-age chil- dren in the local government of Lucani, which confirms the suspicion that formal school education in the field of ecology is not sufficient. It also justifies the claim that only a strategically designed concept of additional environmental education can bring benefits.
The key task of environmental education, in such a designed con- textual topic, should be expressed by the need of human resources management to make an effort to continuously harmonize human po- tential, legal and educational frameworks and local opportunities.
1.2.1. Programs and examples of positive practice
In the region, as well as in the world, there are current projects re- lated to solving environmental problems and raising environmental awareness through education of the population and training of em- ployees in so-called environmental protection areas.
Local self-government, in addition to the stated necessities of spe- cialization, represents a great relief for the state due to the delegation of individual jobs from environmental protection to the local level. For this reason, it is the local administration that must perform admin- istrative and professional-technical work in a certain territory. The structure of employees in local governments is diverse, as are their OPPORTUNITIES and potentials, but the problem and goal of envi- ronmental protection are all the same. It is very important that this has been understood in recent years and that there is a real basis for con- sidering a change in the way of observing the environment. Environ- mental protection projects that are implemented in local governments
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of different national states, are implemented under the auspices of non-governmental organizations, the European Union, citizen group organizations, etc. One of the examples in the state of New York in the USA, is a project that non-governmental organizations have imple- mented in cooperation with local authorities under the name “Green for all”, where they are activated in terms of employment of citizens and the development of environmental projects, realizing actions that represent the green economy. This action represents the direct inclu- sion of unemployed citizens in business of an ecological nature.
Business companies should also follow the path of a green econo- my, that is, the creation of an ecological business model in every busi- ness segment. They are, in that way, in an opportunity to achieve very important benefits, but also to use human resources in that context, to contribute to the environmental protection system of their narrow and wider surroundings..118
Examples of good practice in the region, in which there are signifi- cant cultural, social, legislative, economic and other similarities with our national state, are an incentive to apply such ideas in Serbia as well. The emphasis at regional conferences in the aforementioned con- stellation should be on activating local communities, civil society, local environmental societies and institutional representatives. When we talk about the management of human resources in environmental pro-
118 „A company that follows an ecological business model in its business achieves the following performance: (1) Increase in income. As the green mar- ket grows (green is a synonym for ecological, sustainable, civilizational – NN) there is a possibility of conquering new consumers by adjusting the production program, developing new products and applying adequate marketing strategies;
(2) Cost reduction. Using less resources, ie. rational use of resources – N. N. in product development and marketing, it can contribute to long-term benefits; (3) Connecting brand reputation and market values. These characteristics are well valued among consumers. If consumers have a positive attitude about a certain product and buy it because of its environmental advantages, it means that they will have a high opinion of the brand; (4) Risk Mitigation. Harmful effects of unsustainable development in the form of depletion of natural resources and pollution have forced the governments of most countries to adopt stricter legal regulations regarding environmental protection in many industries. The tran- sition to ecological business can greatly facilitate the simplification of business processes; and, (5) Saving the world. Actively engaging in the preservation of our Planet should represent a reward in itself.” Source: Dashiћ G., Anufrijev A., Concept of ecological marketing – the possibility of sustainable development in crisis conditions, Ecologica, number 66, Scientific and professional society for environmental protection Serbia “Ecologica”, Belgrade, 2012, p: 190
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tection, then it is important to create an adequate information system on the labor market, where during the selection of occupations related to ecology, detailed data on education, employment, unemployment, demand, salary and to another. This kind of organization of data dis- play can make it easier to see the factual situation when analyzing the sources of employees.
In accordance with the stated premises, we point out that the Green Chamber of Serbia with headquarters in Belgrade presented a project from 2011, in which it is proposed to install the so-called “Eco-centers” in local communities, which are a type of service business units. This kind of project also aims to employ a certain number of people. Eco- centers would engage in interaction with business companies in order to prevent the consumption of natural resources, the occurrence of waste and landfills. It is very important to include children in all local environmental conservation actions. There have long been actions and workshops for children in this area in the world such as Green Craft, Planet Pats and the like, where they are encouraged to creative recy- cling appropriate to their age. In Serbia, too, more and more work is being done to implement similar projects. Thus, the Henkel company, with the support of the Ministry of Environment and Spatial Planning, conducted a five-day education on recycling and waste management. This project, entitled “Not all packaging is waste, learn what recycling is”, was realized with the children of elementary schools in Pančevo. The goal of the project was that the schools participating in this project continue to implement this type of education as eco-schools, which would later be connected in one network.119
The student organization AIESEC launched the project “Change everything” in the area of Novi Sad, where the target group was also el- ementary school children. The project “Education for environmental protection in the function of sustainable development” of the citizens’ association “Iskra”, which raised the level of knowledge in the field of environmental protection among 1,300 young people and children of preschool and school age in Loznica, is also significant. There were simi- lar actions in Kragujevac, where a series of environmental activities were implemented as part of the Environmental Education Festival.120
119 Descriptive and numerical data of the environmental projects of various in- stitutions and organizations presented here were taken and adapted to the con- text of this chapter from the relevant documents of the Ministry of Agriculture and Environmental Protection.
120 Ibidem
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The project entitled “Improving the state of the environment and strengthening environmental awareness through the application of the Aarhus Convention” was recognized by the Ministry of Agriculture and Environmental Protection of the Republic of Serbia as a model and mechanism for establishing cooperation between local governments and citizens. It is also recognized as a way of better informing citizens with the aim of actively involving the public in decision-making related to the improvement and protection of the environment. The project was imple- mented with the support of the Ministry of Agriculture and Environmen- tal Protection, the Secretariat for Urban Planning, Construction and the Environment of APV, JVP “Vode Vojvodina” and JP “Zavod za urbaniz- ma Vojvodina”. The activities include the holding of round tables, expert seminars and the implementation of a public campaign on the impor- tance of informing citizens about the state of the environment, solving problems of waste management at the local level, recycling and the green economy, and protected natural resources.121
The city of Čačak is extremely active in the field of this topic. The Ecology Service of Čačak is dedicated to the education of the elderly of this city and children of preschool age, elementary and high school students. This is an example of local communities where the project “Be-Natur – better management of NATURE 2000 sites” was imple- mented. The project is realized through seminars, workshops, stay in nature, in order to make the younger population aware of the impor- tance of environmental protection. The municipal administration of the city of Čačak organized the Committee for Urban Planning and Ecology, as well as the Commission for Environmental Protection in the form of an expert and advisory body..122
The local self-government of Lucani is currently implementing the European Union Exchange 4 project entitled “Development of pri- mary waste selection in the territory of Moravički district”, which is jointly implemented by the city of Čačak, the municipalities of Ivanjica and Lucani, and the Regional Agency for Spatial and Economic Devel- opment of Raški and Moravički districts. These projects include the actions of training the population, cleaning and reducing waste, but
121 AARHUS NS (2014): „Informator o jačanju ekološke svesti primenom Ar- huske konvencije”, (pristup: 19.2.2014)
122 The descriptive data of the ecological projects presented here were taken and adapted to the context of this chapter from the corresponding documents of the Ecology Service of the city of Čačak.
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also beautifying the living environment.123 In addition to the evident improvement in the actions of local governments in the Republic of Serbia, it must be reluctantly concluded that all these attempts are only occasional and temporary.
One of the greatest experts in the field of management and use of human resources, Peter Drucker, wrote in his book Post-Capitalist So- ciety back in 1993, among other things, the following: “The basic re- sources in the economy are no longer capital, natural resources, nor workforce… it is and will be knowledge, i.e. education”.124 Today, ed- ucation has become a kind of intellectual component that must be an inseparable part of human resource management. Hence, the develop- ment of the educational process (which is covered by three components: people, processes and technology) in most institutions/organizations that cover the field of environmental protection systems, is getting an increasing priority. The ecological dimension of the educational process is positioned as a value not only for the requirements of local self-gov- ernment, the requirements of the national state, but, it seems, for all civilizational requirements.
In recent years in the Republic of Serbia, some significant emphasis has been placed on additional educational content from environmen- tal protection. A positive trend of change towards the environment due to those additional educational programs and training is evident, but it needs to be adapted to specific local characteristics in order to have a greater effect. University education, which offers a wide range of educa- tion for professions in the field of ecology and environmental protection, indicates the serious intention of the state of Serbia to make the edu- cational profile of ecologists a stronger pillar and bearer of care for the environment. Challenges arise from systemic failures, because staff are being trained for which there are no positions that cover environmental business requirements in local self-governments. The research in this paper indicates that human capacities, which have already been edu- cated in these areas, are unused, to omissions that lead to the abolition of certain educational profiles of ecological orientation, as well as to the fact that they are in positions dealing with environmental protection in local self-governments personnel who have no contact with ecological
123 Ibidem
124 Drucker P., Post Capitalist Society, Butterwort, Heinemann, Oxford, GB, 1993, p. 16.
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education.125 Education is gaining more and more importance in ac- cordance with the advancement of human potential and the growth of the quality of life, representing a kind of key to success in positioned development commitments. The training of employees in the field of environmental protection creates a strong basis for new, successful ways of development of local self-governments. Environmental educa- tion transforms the strength and dimension of the quality of econom- ic, social and ecological development of local self-governments.
125. Nikolić N., Gajović A., Development OPPORTUNITIES and limitations of human resource management in environmental protection in local self-govern- ments of the Moravica district, Conference Network, Valjevo, 2015.
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4. HUMAN RESOURCE MANAGEMENT MODEL IN ENVIRONMENTAL PROTECTION
OF LOCAL GOVERNMENTS
CHAPTERS
4.1. Key contents of the human resource management process in environmental protection of LGUs
4.2. Model of effective management of human resources in
environmental protection of local self-government
Human Resource Management Model in Environmental Protection of Local Governments
4.1. Key contents of the human resource management process in environmental protection of LGUs
Human resources are a critical factor that affects the successful im- plementation of the concept of sustainable development, that is, the strategy of achieving sustainable development of local self-govern- ments. Precisely the formulation, implementation and control of the sustainable development strategy of local governments, more specif- ically, the strategy of a sustainable environmental protection system, require knowledge and analysis of available human resources. Envi- ronmental protection of local governments implies a clearly defined direction of local government, based on external analysis of the envi- ronment and internal analysis of local government (SWOT analysis), in order to formulate a successful strategy. In the overall strategic pro- cess, human resources are a factor of great importance for all stages of the process.
According to the premises stated above, it is important that, with the aim of fully considering the creation of the model of human re- sources in environmental protection of local self-governance, we re- fer to valid scientific propositions that cover this contextual whole – foreign experts, that is, scientists-researchers. In this sense, we state that “in order to assess the efficiency of the use of human resources, researchers from Harvard proposed the ‛4S’ or ‛SSSS’ model (English competence – commitment; congruence – conformity and cost effec- tiveness – profitability)”.
Competency analysis determines the necessary knowledge for the successful execution of tasks in the field of sustainable development of local self-government, both current ones that are already being per- formed, as well as new roles and tasks dictated by changes in the en- vironment.
Commitment analysis refers to the determination of the degree of participation and commitment of employees to the work they perform in local self-government, in the area of preserving the value of the en- vironment.
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Compliance analysis implies parity, ie. harmonizing the individual goals of employees with the environmental protection goals of the lo- cal self-government.
Cost-effectiveness analysis refers to the alignment of expenditures for human resources (salaries, training, incentives, etc.) with the level of investment in sustainable development and preservation of the lo- cal self-government’s environmental value.
Human resource management is a very important managerial func- tion of every local self-government. Therefore, any model of human resources must unite the basic stages of the management process: planning, organizing, leading and controlling. Human resource man- agement implies a focus on all the mentioned stages, i.e. functions.
Local self-governments are specific organizations that aim to serve citizens in such a way as to provide them with a quality life. Under the quality of life in today’s conditions, we mean a healthy environment. Hence the need to contribute to the protection of the environment through the management of human resources, that is, the creation of an appropriate model of human resources.
The management of human resources in the whole process of func- tioning of local self-governments, it should also be emphasized, rep- resents a distinct orientation towards teamwork, with the fact that every employee is obliged to participate in achieving the goals of local self-government. In addition to numerous internal factors that charac- terize the way work is organized, in this case external factors have an extremely large influence. Legal regulations and decrees that regulate work and labor relations, the situation on the labor market, environ- mental requirements and the degree of authority transferred by the state to local self-government are an important segment of external factors. Internal factors in the form of the election and selection of management people who will create the local self-government team can greatly influence the results of the work. They are responsible for making decisions, and employees in local self-governments are re- sponsible for their implementation.
Reflecting on the importance of creating a human resources man- agement strategy in environmental protection in the previous chap- ters, we emphasized the importance of implementing an adequate de- velopment strategy. Local self-government officials are the bearers of the implementation procedure. It is a very common case of numerous
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staff who are not clearly familiar with their job description, scope of work and hierarchy, so, apart from expertise and knowledge, problems also arise due to poor definition of executive tasks. Also, their engage- ment depends on the working status of the employees. In different countries, different employment models are applied in local self-gov- ernment units.
The management of human resources in local self-governments is also necessary for the reason that the human resources of LGUs have their own peculiarities created by the action of political elements, which in practice can significantly affect the professionalism of em- ployees.
The top managers of local self-governments are appointed and elect- ed according to their political orientations, and enjoy discretionary power, especially expressed in promotions to higher positions. There- fore, to a lesser or greater extent, the fear of considering the effects caused by increased politicization, which can significantly damage the professionalism and strategy of human resources management in local self-government units, is justified.
The management of human resources in environmental protection, in addition to directly influencing the improvement of the environment, also has a significant impact on the overall performance of the organ- ization whose. By researching the cause-and-effect relationships be- tween strategy, MLJR and performance (Boseliea, 2001; Combsa, 2006; Huselida, 1995), the conclusion is drawn that MLJR has a positive ef- fect on the performance of LGUs through its influence on human and social capital. For this reason, the process of managing human resourc- es in the environmental protection of LGUs implies the maximization of human capacities with the central tendency of creating the capacity of local self-government by strengthening human and social capital. It is very important to emphasize that the local administrations of the RS in large numbers are dormant and sluggish organizations with a significant percentage of unused human resources capacity, which requires a review of human resources. “Harrington (2003) presented evidence that many organizations use only 20% of human resources capacity in their func- tioning. This means that in many companies there are 80% of formal po- tentials, which burden the company with costs, and which are inactive or insufficiently active in the realization of strategic goals. The implication, which can be very relevant to us, is that there is significant room for the improvement of human resources. With a series of derived data, Huselid
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(1995) claimed that the improvement of human resources can have a positive effect on the limited performance. Human resources (HR) and human resource management (HRM) have strategic importance because they are a potential value and have a central position in creating organ- izational capabilities responsible for their competitive advantage in the market. (Ulrich i Lake, 1999, Tuan i Takahashi, 2009).”126
Important factors that the local self-government unit must take into account in the management of human resources in environmen- tal protection are:
1. job analysis and resource planning;
2. recruitment, selection, knowledge and experience of candidates;
3. integrating the candidate into the work process;
4. training and education of employees;
5. measuring the achievements of individuals and teams;
6. motivation and emotional factors of employees.
Job analysis and resource planning. Analysis of the internal and ex- ternal environment of the local self-government is the initial step in the analysis of the work that needs to be done. There are numerous factors on which the job depends, and thus the planning of the em- ployees. Human resource planning is a crucial activity in the manage- ment of human resources in environmental protection. The current situation in local self-government units is largely a consequence of poor human resource planning. There are not adequate people in the jobs of environmental protection and care. Hence, there is no expect- ed performance, effective teamwork, and the motivation of employees is below all expectations. The bearers of the human resources plan- ning process are top management and the human resources sector as a functional unit. Based on the defined vision, mission and goals of the organization, the top management defines the general human resourc- es plan. Job analysis involves defining the work that needs to be done and, accordingly, the human resources with a global overview of the competencies, activities and tasks of employees. The human resourc- es department determines the human resources plan in more detail with the time dimension of the plan’s implementation, providing, at the same time, all the relevant information, content and details of the plan. The Human Resources Department also assesses the situation and, depending on the existing personnel in the organization, predicts
126 Mihailović D., Management of human potential, manuscript in preparation
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the demand and takes into account both internal and external sources of candidates.
The process of human resources planning, in essence, refers to the planning of the number of people necessary for the realization of the organization’s strategy, the required levels of knowledge, skills and abilities of human resources, the means of obtaining the necessary personnel, and the preparation and training of both existing and newly employed people. The local self-government must define a precise job description and determine the scope of the employees’ work in rela- tion to the requirements of the environment. When we talk about the necessity of managing human resources in environmental protection, it is necessary to point out that currently most local self-government units do not have a human resources sector, which significantly com- plicates and reduces the level of quality of the organization of the en- tire work of local self-government, not only environmental protection. The results of the empirical research, which is fully presented in the 6th chapter of this dissertation, show that 86.27% of local self-govern- ments in the territory of the Republic of Serbia do not have a service, that is, a human resources sector, in their organizational structure.
The absence of services (sectors) for human resources brings a number of problems because the entire process of planning human resources is transferred to the top management, which does not have enough opportunities or expertise to put human resources in a func- tion that will generate successful responses to the existing and upcom- ing changes that it emits the environment. There are alternative ways of overcoming such problems of local self-governments by hiring ex- ternal teams that would create a human resources plan in accordance with the vision of the top management, and whose services would cost significantly less than the costs of constant maintenance and existence of the human resources sector. Experts who deal with it are generally very well versed in their work and the factors that influence human resource needs (global trends, environmental situation, economic sit- uation, technological changes, trends, education system, etc.). In some municipalities of the Republic of Serbia, this has proven to be a useful solution in practice. However, the business climate and attitudes of the majority of LGUs, in addition to the declarative position that there are shortcomings in this business segment and that changes are nec- essary, are that internal human resources should be used and an ade- quate internal reorganization model should be found, adapting human
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resources planning to internal sources. Basically, based on the defined direction of the organization by the top management, each functional unit of the local administration takes care of and creates its own hu- man resources plan. Hence, many people and few results. Hence the incompetent people in certain positions, which is quite evident in the field of environmental protection. Hence the overlapping of duties and responsibilities.
It is not unusual for the local self-government to hire human re- sources for the execution of a certain job, due to a temporary increase in the volume of work, only until it is completed, or occasionally hire experts until it has developed its internal potential. However, local self-government units generally solve their permanent needs by hiring on the basis of contracts and announcing competitions.
Human resources planning implies a clear definition of the hierarchy and level of responsibility of employees. Planning of human resources in environmental protection of local self-government involves defining the necessary human resources based on the adopted environmental protection strategy based on sustainable development and, accord- ingly, the analysis of jobs that need to be performed. It is necessary to strengthen local self-government with human resources engaged in the implementation of laws and by-laws related to environmental protection and the orientation of the Republic of Serbia towards the EU. Harmonization of regulations in this area with EU requirements is not simple. This, in addition to normative work at the level of the line ministry and revision of the complete legislative framework in ac- cordance with EU regulations, also implies an adequate local-profes- sional platform. Depending on the size and capabilities of the LGU, it is necessary to plan a workplace dedicated to normative-legal tasks in the field of environmental protection, or to improve the existing staff of the legal profession as much as possible to perform these tasks. It is necessary to present a clear job description of employees in environ- mental protection, which must include:
– exact job title;
– mandatory qualifications (knowledge, skills, experience and pref- erences);
– belonging to a department or sector (a large number of local self-government units do not have an environmental protection de- partment – 47.12%, Figure 6.7);
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– hierarchy (superiors and subordinates in relation to the defined
workplace);
– defining internal and external collaborators on environmental
preservation;
– defining responsibility;
– time dimension of employment.
Recruitment, selection, knowledge and experience of candidates. Recruitment of human resources can be internal or external. After determining the requirements in terms of needs, competencies and job description, it is necessary to find human resources whose engage- ment meets the established criteria. Due to rationalization, it is first determined whether there are candidates “in house”, that is, in the organization of the local self-government unit, respecting the inter- nal mobility procedure. If this is not the case, human resources must be provided from the external environment. It is much more impor- tant to find the right person for a specific job than the source of their hiring. Many errors in environmental protection were caused by the stubborn hiring of employees from the internal environment who are not competent enough, justifying it with financial limitations, tempo- rary hiring until better opportunities, and the like. The selection of personnel in environmental protection in local self-government units is conditioned by the need to use internal human resources and the Employment Ban Decree adopted in February 2014, which stipulates that state institutions must seek the consent of the Government in or- der to employ candidates. Local self-governments, in addition to other failures related to the preservation of the environment, significantly reduced the number of employees in these positions, which resulted in a narrowed choice, and thus a poor selection. The absence of a human resource management sector further complicates the situation. Due to the connection of each step of the human resources management process, this further leads to the problem of retraining, poor training or lack of training and of course, the absence of motivation, because people who are not qualified for these jobs are very often selected for environmental protection jobs, and thus they are reluctant to do so. perform. During the research carried out in the local self-government units of the Republic of Serbia, and for the purposes of this disserta- tion, the informal attitude of the employees was mostly an expression of dissatisfaction and lack of faith that something could change in the near future. This is certainly one of the reasons for the poor imple-
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mentation of the strategy of local and regional authorities in the field
of environmental protection.
The previously stated negatively connoted attitude does not mean that the strategy of internal mobility is not a good strategy, but that such a strategy must be implemented by the human resources man- agement sector so that the existing employees become operational in the new workplace as soon as possible. By assessing their affinities in the right way, with the advantage that internal candidates already pos- sess by knowing the work environment, an internal mobility strategy can be very useful.
In the selection process, the local self-government unit must exclude any form of discrimination. In the process of selecting candidates for environmental protection jobs, it is very important to conduct an inter- view. In addition to numerous knowledge gained in this way about the candidate, it also provides a clear picture of the candidate’s emotional attitude towards the environment. For these jobs, it is necessary to determine whether the candidate has the readiness for teamwork, the reasons for applying, the vision of performing the job for which he is applying, professional knowledge, work experience, already achieved results and contributions in environmental protection, mobility, or- ganizational skills, enthusiasm and will. communicativeness etc. Work in local self-government in general implies having certain candidate characteristics.
From a strategic point of view, the knowledge and experience of the employees is a key factor for the efficient performance of basic groups of work in each local self-government unit. When we talk about the preservation of the environment, we should keep in mind that the hu- man resources hired for environmental protection must have ecolog- ical knowledge. Depending on the type of work, the degree of profes- sional training of environmental staff also depends. Bearing in mind that the emphasis in this dissertation is placed on local self-govern- ment units, they should select personnel for environmental protection jobs based on existing occupations in that field. In general, the indus- try as a whole still does not fully comply with the national qualification standards for certain occupations, especially when it comes to jobs related to environmental protection. According to a practically based and unwritten rule, persons with a profession – environmental protec- tion inspector – are employed in environmental protection jobs. After systematizing the names of occupations from the aspect of placement
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and importance of human resources in environmental protection, it is necessary to take into account the following occupations, which would have to be represented in local self-government units to a greater ex- tent than before:
1. 2133 environmentalists; this occupation category covers the fol- lowing modules:
– 2133 air pollution analyst;
– 2133 water quality analysts;
– 2133 botanical ecologist;
– 2133 ecologist for animals/plants;
– 2133 scientists in the field of environmental protection;
– 2133 advisor in the field of environmental protection;
2. 2143 engineers for environmental protection; this category cov- ers the following modules:
– 2143 environmental protection analyst;
– 2143 environmental engineer;
– 2143 environmental protection engineer;
3. 2263 sanitary and environmental engineers-specialists:
– 2263 experts in radiation protection;
– 2263 occupational health experts;
4. 3141 environmental technician;
5. 3257 environmental protection inspectors and sanitary inspectors:
– 3257 inspectors for safety, health care and working conditions;
– 3257 occupational safety inspector;
– 3257 sanitary inspector;
– 3257 sanitary technician.
Bearing in mind the current practice in the Republic of Serbia, a large number of local self-governments do not employ experts in envi- ronmental protection. These jobs are often performed by legal entities, economists or persons with inadequate professional qualifications, under the pretext that they are temporarily assigned to these jobs. The knowledge of such human resources is neither appropriate nor suffi- cient for the adequate implementation of the sustainable development strategy. The Law on Labor Relations in State Bodies does not thor- oughly regulate the internal training of employees in local self-gov- ernment units. Strengthening the capacity of human resources cannot be realized without professional training. In addition to strengthen-
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ing the individual, training also strengthens the quality and success of local self-government. Additional environmental education is also necessary due to previous failures in the value system of LGUs, which neglected the environment. Until a decade ago, environmental protec- tion was not a matter of interest, let alone imperative, for a significant number of employees. Since the local self-government is a team that contributes to the quality of life of its citizens and their environment, each employee must have extensive knowledge in the field of ecology. The multidisciplinary character of this problem supports such an aspi- ration even more strongly. There are numerous factors that influence the objectivity of the ranking and selection of candidates. The search for the most desirable model, in this case also led to the choice of the most complex procedure, “by weight, i.e. weighted quantification of certain criteria” (Mihailović D., 2011). Adapting the given procedure to the needs of the environment as a relative wafer, it is first neces- sary to determine the weight score, that is, the importance among the defined criteria. Then a range of values is given, which is generally in the interval from 1 to 10. By adding up the assigned values according to the criteria for each individual, a total score is obtained on the basis of which the ranking of the candidates can be carried out. A modified presentation of this ranking method is presented in table 4.1.
Integrating candidates into the work process. After the selection of candidates who will deal with environmental protection in local gov- ernments, it is necessary to regulate the working relationship of the selected candidate. Labor relations in state and public services are reg- ulated by the Labor Law. Sub-legal acts that more closely define the rights, obligations and responsibilities of employees include:
– work regulations,
– collective agreement,
– employment contract.
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Table 4.1. Overview of the range of weighting factors for ranking
candidates for environmental protection jobs
(modified view for the respective area according to Mihailović, 2011, стр. 234)
Request
group
Name of the request Range of weighting factors Person
А Person B
Knowledge General knowledge 1–10
Wider knowledge of environmental protection 1–10
Specialized knowledge of environmental protection (waste management, recy- cling, biomass, water protection, air protection, etc.)
1–10
Traits A sense of social responsibility 1–10
Motivation 1–10
Adaptability 1–10
Love for the environment 1–10
Integration 1–10
Local patriotism and loyalty 1–10
Creativity and innovation 1–10
Abilities Organizational abilities 1–10
Communication skills 1–10
The ability to transmit environmental knowledge within the organization and to the population of LGUs
1–10
Work experience in the field of environ- mental protection
If the candidate was selected from external sources, the induction of the employee is all the more necessary. This reduces the negative ef- fects of an unfamiliar environment and ensures a better adaptation of the employee. Of course, the selection of candidates from an internal source also implies introduction to work, with the fact that emotional adjustment in such cases is generally simpler. The environment is fa- miliar and the onboarding process is shorter and more painless. There are various aspects that must be paid attention to in this process:
– psychological (makes sure that the employee’s attitude towards work is positive);
– emotional (taking care of the employee’s emotional state);
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– economic (familiarizing the employee with the expected perfor- mance and satisfactory level of productivity expected from him and adequate compensation);
– social (attempts to make the working environment friendly to- wards new employees in all segments);
– legal (the employee becomes familiar with obligations, rights and responsibilities from the regulated employment relationship);
– educational (refers to getting to know work processes and mas- tering them);
– safety (implies familiarization of the employee with safety meas- ures at work by conducting training on safety at work).
The process of integrating newly employed candidates is carried out in stages. First, the candidate is introduced to the organization, then he is introduced to the work group or team, and then to the work pro- cess. Introducing a candidate to the job of environmental protection implies a much broader concept because the working environment is the entire local environment. Social aspects are more sensitive in this case compared to other jobs. Namely, work in environmental protec- tion involves work in local government and work with businessmen and the population, so the work environment is much broader and more complex.
The introduction of candidates to work is in operation:127
– faster adaptation of the newly employed to the working environment;
– his effective inclusion in the work process;
– acquiring all those knowledge and skills that enable them to work
successfully in the workplace.
Training and education of employees. Changes in the environment are intense due to the already mentioned factors. This implies that learning must be part of the affirmation of one’s own human potential. In the desire to create the “organization of the future”, the aspirations must be directed towards the “learning organization – the dominant tendency of these organizations is on the knowledge and abilities of its members.””128
Modern technology provides numerous opportunities such as quick
and easily accessible information, knowledge transfer, without time
127 Ćamilović S., Vujić V., Fundamentals of human resource management, Bel- grade, 2007, page: 181
128 Mihailović D., Ristić S., Management human side, Technical Faculty Novi
Sad, 2011, p. 37
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and space limitations. Global technological connectivity has unsus- pectedly changed educational opportunities. The receptivity of edu- cation and the ease of learning became greater with the appearance of multimedia content, as one of the potentials in modern education, expressed through categories (text, sound, graphics, video, animation) and subcategories within each of them. Of course, education is a sys- tem first constituted through the school system. Additional education is conditioned, on the one hand, by the school system, and on the oth- er, by the economic and political system. At the same time, it is impor- tant to note that education has no restrictions regarding its subjects either by religion, gender, age, abilities, etc. Everyone has the right to further education and training. Therefore, education is not synony- mous with school education, it is a much broader concept, because it is carried out throughout human life, with a change in learning methods and methods.
Education is classified as129:
– general;
– general;
– highly skilled;
– specialist;
– expertly.
Looking at education in the service of environmental protection, the division from the aspect of time is important. In that sense, we distinguish 130:
– compensatory education;
– intensive education;
– intentional education.
Compensatory education, as its name suggests, serves to compen- sate for the failures of those who did not study “on time” and is mainly oriented towards adults. The problem of failure in the environmental education of the older population is reflected in the current poor state of the environment. Compensating for those educational omissions in the field of environmental protection is the most difficult part of ad- ditional informal education. Changing the perception and established habits of formed personalities is a challenge whose outcome cannot
129 Ćamilović S., Vujić V., Fundamentals of human resource management, Bel- grade, 2007, adapted
130 Training and development, modern theoretical aspects, pages: 54–65; cus- tomized
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be asserted with any certainty. Intensive education is interesting from the aspect of the constantly changing environment, because with this learning we are able to keep up with the changes. Bearing in mind that the living environment is also a living environment, with living human potential, intensive education in this area must be part of the strategic action of LGUs. Intentional education has an anticipatory character, looks to the future and points to future changes. Such turbulent en- vironmental conditions, with a significant increase in anthropogenic load, imply monitoring and forecasting changes. It is very important to emphasize that rural-urban migratory movements in the RS signif- icantly determine the environment of LGUs. The educational process should be adapted to such movements, due to which environmental education (especially practical) acquires a new dimension.
The development of employees does not only refer to the devel- opment of new skills and knowledge, but also to the improvement of their skills at the workplace. It is very important that the local self-government management team understands that continuous ed- ucation with changes is an integral part of human resource manage- ment in the environment.
Education in today’s conditions of rapid fluctuations must be life- long and permanent. Permanent education means any further educa- tion after education for the first occupation (Filipović, 1995). There- fore, it does not depend on the age structure of the subjects. We can define it as additional because it is not part of the formal education sys- tem at school levels. Permanent education is additional education that can be realized in several ways, from self-education to various other types of informal education. For easier understanding, it is important to know that professional education belongs to professional education acquired in the school system. Permanent education is a continuation of professional education because the acquired professional knowl- edge is not enough for the entire working life.
Going further, narrower categories of education are imposed in the educational process in the form of training and education. Training refers to the development of “narrow specialties” that are necessary for the most efficient performance of tasks at a specific workplace. Authors Atwood and Dimmock (Atwood, Dimmock, 1995) state that there is a difference between education and training in relation to the goal, time period and content.:131
131 Ibidem; adapted
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– by goal, education is directed abstractly, while the goal of training
is specific;
– in terms of time, education is long-term, while training can be short-term depending on the needs;
– in terms of content, education is broad, and training is character- ized by narrow and precise content, directly related to the specifics of the workplace.
Human resource management in today’s conditions cannot be im- agined without training-management. Training-management refers to planning, organizing, implementing, evaluating and improving human potential, with the aim of increasing the knowledge and abilities of the organization’s human resources. This type of management is com- mon in large companies and involves clearly defined activities. Train- ing-management would determine the policy of additional eco-educa- tion of LGUs, through interaction with educational institutions, edu- cation planning, retraining and training of employees, to monitoring results in employee education and reports on the achieved results of work in environmental protection.
The way the training is implemented depends on the type of organ- ization and the activity it is engaged in. Bearing in mind that not only the work of the local self-government unit, as an organization, but also the quality of life of the population depends on the training of employ- ees in environmental protection of the local administration, the need for training is greater in this case.
The most important goal of training in environmental protection is to harmonize new knowledge and skills not only with the requirements of the workplace but also with the requirements of local administration. We cannot say that local self-government units did not organize training for employees in the field of environmental protection. However, the effect of those trainings did not produce the expected results. At the same time, a number of employees in several different units of local self-government, in an interview that preceded the research that will be discussed in the 6th chapter of this dissertation, complained that the trainings are outdated, that they are repeated year after year, and that they believe that through acquired self-education, they are more educated than the training man- agers themselves. So, there are a number of problems that come from not respecting the principles in training design. In the research process, we came to the knowledge that five principles should support the design of training, as a valid instrument for the improvement of human resources.
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In the framework of environmental protection, this knowledge should be supplemented with the sixth principle:
1. expediency;
2. consistency;
3. succession;
4. economy;
5. communicativeness;
6. innovation.
The needs for training in local self-government are different com- pared to organizations in general, because they arise not only from the needs of individuals in relation to work, but also from the needs of society due to the direct impact of the work that an individual does on the environment and the quality of life of the community. Macbeth (Mc Beath, 1990) schematically presented the need for training in the organization.
The local self-government unit must create a training plan for em- ployees in environmental protection. Employees in local self-govern- ments must transfer the knowledge and skills acquired through train- ing to the population. Depending on the way the training is organized, the degree of their influence on the population in imparting knowledge about environmental protection will also depend. The training plan must include132:
– analysis of the environmental situation in the local self-govern- ment unit;
– defining training goals;
– defining training participants;
– defining the problems due to which the training is organized;
– providing information to employees about training;
– defining an expert team in the field of environmental protection
for conducting training;
– defining the training budget;
– defining the training time frame.
Education and training of employees are a necessary condition for the development of any organization. However, despite the expansion and understanding of the importance of human resources for the or- ganization, some managers, and then not all workers, do not share the
132 Trenig i razvoj, savremeni teorijski aspekti, Opus citatum, strane: 54–65;
prilagođeno
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opinion that training is the most important. Such an attitude is the re- sult of the influence of numerous factors, through socioeconomic and cultural, all the way to the personality types of individuals. Any change that brings with it a new system of values or changes work habits in any way, introduces new experiences and knowledge, inevitably and very often unconsciously leads to resistance, boycotts, and sometimes con- flicts. Education reduced exclusively to the period before the worker’s involvement in the work process is a thing of the past. Contemporary trends require lifelong learning and the acquisition of new knowledge and skills. However, in order for training to be understood in the right way, it is necessary to change the attitude of local self-government units that they do not represent an expense but an investment.
It is characteristic of environmental protection that, in addition to educational environmental training, there is a constant need to moni- tor changes related to the implementation of laws, by-laws, screening and monitoring of all obligations related to the EU accession process. It is necessary at the level of local self-government to plan a workplace dedicated to the coordination and implementation of EU Directives in the field of environmental protection, and thus priority education related to the implementation of new regulations. The importance of planning employees in this job is also of great financial importance be- cause it includes the application and monitoring of projects funded by the EU. The problems related to the impossibility of forming a nation- al Environmental Protection Fund and its stable financing highlight even more the importance of monitoring and the possibility of partic- ipation in EU projects or Global Environmental Fund (GEF) projects. Negotiation chapter EU 27 – preparations for negotiations in the area of the environment, includes certain seminars and workshops with the aim of not only normative but practical approximation of the EU in the domain of the environment.
Measuring the achievements of individuals and teams. Measuring the achievements of individuals and teams implies a clear definition and the existence of criteria by which performance is measured. Per- formance measurement means rewarding those teams and individu- als whose achievements and performance have met the set standards. Motivation and work enthusiasm largely depends on the well-founded knowledge of workers that management cares about them, values and monitors their contribution. Observing the measurement and achieve- ments of individuals and teams through their contribution to environ-
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mental protection, this factor should be given even greater attention. By motivating employees from this area to improve their performance, the reflection of satisfaction on the population, which primarily en- joys the environmental achievements of employees in local self-gov- ernment units, will be greater. The possibility of creating a positive domino effect in which the starting domino is the one that represents the human resources of the local government obligates each local self-government to optimally motivate employees in the preservation of the environment in accordance with its capabilities and characteris- tics. Employee performance evaluation can be done in different ways, either by ranking the performance of all employees, or by comparing with standards or comparing with performance levels. Recently, local self-government units in some countries have been using the “360-de- gree evaluation technique”. The essence of that method is that every- one affected by the employee’s work participates in the evaluation of the work, which reduces subjectivity in the evaluation of the results. At the same time, it is necessary that everything be transparent. The evaluation of the work should also be done by the population of the local administration, because the results of the work of employees in environmental protection directly affect the quality of their life. The JLS website could be used as a means of evaluating both team and individual results by the public. Also, it is necessary to measure perfor- mance in environmental protection on:
– the level of the local community;
– the level of the organization itself in the local self-government unit;
– department or team level;
– individual employee level.
It would be desirable to establish a Service for the assessment of necessary competences, if not at the local level, then at the district lev- el. To a certain extent, this would motivate employees to make an effort because at the district level, the performance of employees in the field of environmental protection of one LGU would be compared with oth- ers. When we talk about performance measurement at the level of the local community, we mean the performance of not only employees but also the level of transferred knowledge and participation of the popu- lation. At the level of the local self-government unit, the performance is compared with the performance of other local self-governments in environmental protection. At the departmental level, performance measurement makes sense if there is an environmental department. It
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mainly depends on the size of the local government. At the individual level, it is necessary to clearly define the performance of the employees who are evaluated.
Valuation systems can evaluate many things. Sometimes these sys- tems are designed for the purpose of determining the characteristics of a certain individual, sometimes for the purpose of determining re- lationships or work results, and sometimes for the purpose of deter- mining the goals achieved. All mentioned categories can be measured quantitatively and qualitatively.133
The process presented in this way is extremely important for the preservation of the environment. For this reason, in the model of hu- man resource management in environmental protection, we used the performance evaluation process to evaluate organizations that, ac- cording to established criteria, contributed to the greatest extent to the environmental protection of the local self-government unit. Based on the measured results, the organization with the highest performance is motivated by a reward for even greater contribution and engagement. It is not only the local self-government that measures the performance of its work, the national state delegates part of the responsibility to the local government that serves the citizens. For this reason, it is the state that has the greatest interest in the full efficiency of the work of local self-government units.
The existence of national performance indicators does not prevent each individual local government unit from creating its own success indicators. On the contrary, the most important performance indica- tors in the management of human resources in environmental protec- tion of local governments are:
– invested resources;
– performed activities;
– output in terms of visible real contribution to the environment;
– new impact on the population;
– new impact on the environment.
Thus, local success indicators define and more closely determine performance criteria. From the practical experience of the LGU so far, it has been shown that very important criteria of the achieved per- formance are defined through the outcome of the expected effects on
133 Torrington D., Hall L. и Taylor S., Menadžment ljudskih resursa, Data Sta- tus, Beograd, 2004, strana: 300; prilagođeno
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the environment, which directly depend on the set goal, then defined activities in the field of environmental protection of each LGU indi- vidually and the period of realization (deadline). Of course, they can be changed and supplemented with new criteria if there is a need for it. The following table 4.2 illustrates an example of measuring the achievements of employees in environmental protection by the com- bined method of quantifying the achieved performance. Based on the performance evaluation, management determines further actions, including stimulation and motivation, sanctions, changes in further work or the necessity of introducing changes.
The management of human resources of JSL is not limited only to the framework of the local administration as an institution, but also im- plies, through its employees, the management of the human resources of the entire local community. The benefits of such an approach are multiple, and can be used in performance measurement, where they are manifested through:
– development of the local self-government unit;
– profit of local business organizations;
– progress and satisfaction of employees in the local self-govern- ment unit;
– a healthier environment;
– improving the quality of life of the local population i
– sustainable development of the country.
Motivation and emotional factors of employees. Emotional factors observed from this aspect are reflected to the greatest extent on the management-employee-population relationship. The interactive rela- tions of the organization with the environment, as well as the inter- active relations between the employees themselves, depend on these factors. The emotional stability of individuals is directly related to group processes. Thus, “emotional stability depicts a number of pos- itive properties such as emotion control, tolerance, adaptability and avoidance of conflict and stressful reactions. Such persons are not prone to the unconscious use of defense mechanisms, irrational re- actions, depression and neurotic behavioral tendencies. The presence of persons with these traits contributes to the balance of homogeneity of group processes”.134 That is why it is necessary to take a serious and careful approach to the introduction of changes in the preservation of the environment. Fears of news, changed demands, redistribution of
134 Mihailović D., Ristić S., Teamwork and absenteeism, Belgrade, 2005, page: 7
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power in the organization, can create a transparent or covert boycott of employees. Cultural and financial differences, which are evident from one local self-government unit to another, make it impossible to create a unique model of human resource management at the state level. For this reason, more attention should be paid to emotional fac- tors, because they constitute a set of basic informal rules that shape the approach, method and degree of acceptance of changes in work. Even declarative acceptance of changes does not necessarily mean good practical implementation. Any dissatisfaction of employees in the field of environmental protection will affect the population. There- fore, a subtle approach to environmental protection, based on human elements (human element), motivation and adequate compensation, should prepare solid foundations for future achievements.
“Compensation and motivation are important HRM activities that should enable the organization to use the total potential of human resources that make up the work profiles of individuals and the work profiles of teams. The compensation for the employee’s work results in an adjustment of interest between the organization and the em- ployee based on performance evaluation. Employees must be respon- sible in the execution of work tasks. The work and organizational role of employees must be defined, communicated and measured, and employees should receive regular feedback on their performance at work. Compensation should be linked to employee performance. Bloom (1999) concluded that employees will want to contribute to organizational goals if they believe that their actions are valued in- strumentalized in the organization’s system. However, this focus can be problematic because there is often no clear and direct connection between the employee and organizational results. Deci et al. (1999) pointed out that in such cases, rewarding can threaten interpersonal relationships over time. Colvin and Boswell (2007) suggested that in- terest alignment can be done not only by rewarding but also by organ- izational culture and work itself (if employees believe that the work they do is meaningful and contributes to goals, they will be more will- ing to engage in contributing those goals). These authors described two related elements; action and interest in relation to the employee’s behavior with a strategic goal.”135
Human resource management in environmental protection sees employee motivation as a primary activity. Unfortunately, when we
135 Mihailović D., Menadžment ljudskih potencijala, rukopis u pripremi
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talk about preserving the environment, we cannot ignore the cultural factors in the environment. Caring for the environment is not at the core of our cultural values. We can say that there is an open approach to giving greater importance to a healthy environment, but the will- ingness of individuals to independently accept a new environmental value system is not at the required level. When we speak to large or- ganizations, we prioritize their interests, which can often be in conflict with environmental protection. But when we talk about individuals, then it is difficult to understand their indifference to the preservation of the environment when it is clear that the protection of nature falls within the scope of the own interests of every inhabitant of the Planet, no matter what he does.
One of the important functions of culture is to reinforce standards of behavior. That is why culture is closely related to motivation when it comes to the environmental protection system. It is devastating to see how cultural norms of environmental protection are built by re- pressive measures, not by will. Environmental conservation should be the dominant culture of a nation whose core values are established and generally accepted. Culture has a strong influence on individuals, be- cause they think and act according to it. For this reason, we cannot ob- serve motivational processes in the management of human resources in environmental protection independently of culture. By introducing environmental protection into the cultural values of the nation, local- ity, we are changing people’s awareness of the environment. Through the participation of citizens and cooperation with local business enti- ties, while respecting their constructive ideas, the entire human poten- tial can be put to the function of environmental protection.
The presented process of MLJR can be systematized in a different
way, according to environmental pressures and recent experiences.
“In the current literature of this scientific field, the systematization
of its work and activities starts from one of the approaches such as:
– Achievement-oriented approach;
– Approach from the position of available human resources;
– Approach from the position of work technology;
– The approach of matching opportunities and specificities;
– Approach from the position of “best practice”.
Thus, “the systematization of basic processes (activities, functions, etc.) into three blocks and eleven activities.”
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The first activity block: PLANNING
– Job analysis
– Job and human resource planning
– Systematizing and designing jobs
Second activity block: EMPLOYMENT
– Acquisition (recruitment) of human resources
– Selection of human resources
– Deployment of employees
– Labor relations of employees (establishment, changes, termination) The third activity block: ADJUSTMENT (DEVELOPMENT)
– Improvement (education) of employees
– Career development of employees
– Stimulation and motivation of employees
– Protection at work
Bearing in mind the fact that HRM is one of the strategic manage- ment functions in intensive theoretical and applied development, spe- cial attention should be paid to the specificity of each organization in terms of the needs for this activity. The classification of HRM activi- ties derives from one of the latest definitions (Torrington, Hall, Taylor, 2008), according to which: Human resource management is a series of activities that allows both employees and the organization to reach an agreement that will allow them to benefit mutually..”136
4.1.1. Programs and examples of positive practice of engaging
human resources in environmental protection in the Republic of Serbia
The issue of uneven territorial organization is a problem for local self-governments. Indirectly, this problem is reflected in the care of the environment. For now, environmental protection programs are brought by the local self-government unit. The state’s effort to transfer additional powers for the performance of certain tasks to the level of local self-governments implies an increase in their costs. If the means of financing are not found from other sources, they would be financed from the revenues of local self-governments at the expense of reducing investments in infrastructure, education and environmental protec- tion. The Post Screening document was created within the framework
136 Ibidem
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of European integration. On the basis of this document, in a certain time dimension, the necessary human and financial resources can be assessed, with the aim of filling the gap between the current state of the environment and the desired standards within the planned period. Bearing in mind that investments in environmental protection (espe- cially in the field of waste and wastewater management) amount to over six and a half billion euros, it is necessary to make a good plan for the distribution of these funds by local self-governments and ways of co-financing at the local level. At the SKGO Conference in July 2015, the Ministry of Agriculture and Environmental Protection explained the importance of the Post Screening document and the development of an activity plan and sources of funding in order to apply for pre-ac- cession funds of the European Union for projects in local self-govern- ments. Also, local self-governments were presented with steps in the implementation of European directives for the environment.
Human resource management in local self-governments has been understood as a development factor in recent years.137 For this reason, a pilot study was conducted on the basis of which the study “Analysis of needs in the field of human resources development in 6 pilot municipalities” was carried out. The research was carried out in 2010, and was carried out by the joint efforts of the EU, the Council of Europe and the Ministry of State Administration and Local Self-Government in the so-called Phase 2 project, entitled “Strengthening of Local Self-Government in Serbia”. 138
As part of the conclusion, it was stated that in all six municipalities there is a problem with the lack of staff, work motivation, profession- al development and competence of employees in certain workplaces. They mentioned the biggest limitations:
– Law on determining the maximum number of employees in local administration;
– Law on labor relations in state bodies, which regulates the status of employees in local self-government;
– Law on salaries in state bodies and public services;
– Law on determining the maximum number of employees in local administration, which prevents the employment of new professional staff because the municipality has persons with inadequate profes- sional qualifications in permanent employment.
137
138 Saopštenje Ministarstva za državnu upravu i lokalnu upravu, Jačanje
lokalne samouprave u Srbiji, Beograd, 2010.
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“The current lack of a law that would appropriately regulate the la- bor-legal status of employees in local self-government units by apply- ing the basic principles of the civil service system, then, the poorly reg- ulated issue of salaries according to the law on salaries in state bodies and public services and the accompanying Regulation on coefficients, which leads to the position of employees in local self-government is more difficult than other employees who receive their wages from the budget of local self-government units”.139
The next challenge that is evident in the environmental protection of local governments is the insufficient involvement of the population in the management of local affairs. The lack of a legal framework for more active participation of citizens, in addition to the mandatory in- forming of citizens, is necessary for their participation in environmen- tal protection and the work of local administration.
The direct participation of citizens is defined by the Law on Local Self-Government (“Official Gazette of RS”, number 129/07), in the fol- lowing form:
– civil initiative;
– referendum;
– assembly of citizens (proposals and requests sent to local self-gov- ernment bodies).
The local self-government is obliged to ensure the publicity of the work, the notification of citizens about the decisions made, the manner and extent of public participation in decision-making for all areas of work, not only for environmental protection and disaster risk manage- ment.140 However, despite this, the population’s activity in these pro-
139 Borojević T., Vukonjanski I., Analysis of needs in the field of human resourc- es development, Belgrade, 2010.
140 Dukiya, J. J., & Banji Adeleye, A. B. (2022). Remote Sensing and GIS As- sessment of Domestic Fuel Energy Supply: A Threat to Global DRR Crusade in South-western Nigeria. International Journal of Disaster Risk Management, 4(2), 45-59; El-Mougher, M. M. (2022). Level of coordination between the hu- manitarian and governmental organizations in Gaza Strip and its impact on the humanitarian interventions to the Internally Displaced People (IDPs) following May escalation 2021. International Journal of Disaster Risk Management, 4(2), 15-45; El-Mougher, M. M., & Mahfuth, K. (2021). Indicators of Risk Assessment and Management in Infrastructure Projects in Palestine. International Journal of Disaster Risk Management, 3(1), 23-40; El-Mougher, M. M., Abu Sharekh, D.
S. A. M., Abu Ali, M. R. F., & Zuhud, D. (2023). Risk Management of Gas Sta- tions that Urban Expansion Crept into in the Gaza Strip. International Journal of Disaster Risk Management, 5(1), 13-27; El-Mougher, M. M., Sharekh, S. A.
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cesses is insufficient. In order to protect the environment in accordance with this development, it is necessary to find stimulating measures in order to involve citizens in solving the environmental challenges of the local community. Also, it is necessary to influence their awareness that environmental interest is a common interest of local self-government, population and every individual. The indoctrination of the local en- vironmental protection strategy must be adequately implemented so that all citizens are familiar with it. Also, it is necessary to involve the population in the implementation of the given environmental protec- tion strategy. The cooperation of local self-government employees on environmental protection tasks with citizens is of crucial importance in transferring knowledge and a sense of identification of citizens with local self-government. Of course, in the process of more active partic- ipation of citizens in environmental protection, they must be enabled to control and evaluate the work of local self-government.
The problem of regulating labor relations in the local self-govern- ment unit is most visible in insufficiently clear employment criteria (we have already talked about unqualified personnel in environmental protection jobs) and in promotion based on performance. Unfortu- nately, the majority of employees in local self-governments in envi- ronmental protection work seem indolent and demotivated, justifying such a situation by the poor organization of top management, lack of financial resources and professional training. The independence of the local self-government unit in the wage system, which would enable
M. A., Ali, M. R. F. A., & Zuhud, E. A. A. M. (2023). Risk Management of Gas Stations that Urban Expansion Crept into in the Gaza Strip. International Jour- nal of Disaster Risk Management, 5(1), 13-27; Faicel, T. (2022). Flood policy in Algeria. International Journal of Disaster Risk Management, 5(1), 27-39; Goy- al, N. (2019). Disaster governance and community resilience: The law and the role of SDMAs. International Journal of Disaster Risk Management, 1(2), 61-75; Hossen, M. N., Nawaz, S., & Kabir, M. H. (2022). Flood Research in Bangladesh and Future Direction: an insight from last three decades. International Journal of Disaster Risk Management, 4(1), 15-41; Hussaini, A. (2020). Environmental Planning for Disaster Risk Reduction at Kaduna International Airport, Kaduna Nigeria. International Journal of Disaster Risk Management, 2(1), 35-49.
Iftikhar, A., & Iqbal, J. (2023). The Factors responsible for urban flooding in Karachi (A case study of DHA). International Journal of Disaster Risk Man- agement, 5(1), 81-103; Jaiye, D. J., & Benjamine, O. (2021). Building resilience through local and international partnerships, Nigeria experiences. International Journal of Disaster Risk Management, 3(2), 11-24; Janković, B. (2021). The role of the police in disasters caused by pandemic infectious diseases. International Journal of Disaster Risk Management, 3(1), 41-50.
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the stimulation of performance-based work, would be of great benefit. Also, the possibility of financing the continuous training of employees in the field of environmental protection would significantly contribute to success. Here we are not talking about increasing the number of employees in these jobs, but we are emphasizing the additional educa- tion of employees assigned to these jobs. If we don’t already have the quantity, then we have to do everything to replace it with the quality of those employees. This is, of course, in line with the goal of the policy of optimizing the number of employees. The unevenness in the terri- torial organization is also reflected in the number of employees in the local self-government unit. These issues are the current topic of the Standing Conference of Cities and Municipalities (SKGO), as stated in the following:
“In cooperation with the relevant ministries and other relevant ministries, conditions should be provided for defining jobs and fill- ing jobs in the area of environmental protection in all local self-gov- ernment units.” Bearing in mind the complexity of these jobs, which require very specific and diverse knowledge, these officials should re- ceive appropriate additional knowledge that will help them apply the regulations, because some examples indicate that they are still insuf- ficiently trained. Also, significant financial resources are necessary to solve problems in the area of environmental protection. That’s why local self-government units in their budgets should necessarily pro- vide a position for local funds for environmental protection, as well as develop mechanisms for collecting income for those funds. It is equal- ly important, in accordance with general efforts, to introduce greater transparency in monitoring the expenditure side of municipal budg- ets, to ensure that the funds from this fund are spent transparently and strictly for their purpose, in accordance with the programs that are adopted on an annual basis.”141
4.2. Model of effective management
of human resources in environmental protection of local self-government
Strategic decision-making in the management of human resources in environmental protection of local self-governments deals with the
141 Basic platform for the improvement of local self-government, SGKO, Bel- grade, 2011, page: 39
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long-term orientation of the segment of environmental protection in the respective territory. Assessing the needs and possibilities of hu- man resources is necessary in order to achieve strategic goals.
Strategic decision-making is a process that starts from the analysis of the environment, the direction of the organization, to the planning of the strategy, which entails its formulation and making a decision on the choice of strategy.142 It is necessary to emphasize that strategic decisions related to environmental protection of the local community directly depend on human resources (participation of eco-managers in the creation of the LGU strategy). This is the most sensitive segment in which the contribution of human resources to environmental pro- tection is planned. All other programs and tactics in environmental protection depend on these decisions.
Strategic decisions are made by top management. Their knowledge and expertise are crucial in the decision-making process. The prob- lem of environmental preservation and development of local self-gov- ernments in Serbia requires the definition of long-term solutions, but not exclusively through the prism of the European perspective, but in real, existing conditions, with existing human resources. An addi- tional burden is represented by limited financial resources, which are significantly below the average sum allocated for solving this problem in developed countries. For this reason, the lack of material resourc- es must be compensated by the inclusion of intelligence, knowledge,
142 Janković, B., Sakač, A., & Iričanin, I. (2023). Students’ perception of po- lice readiness to respond to disasters caused by a COVID-19 pandemic. Inter- national Journal of Disaster Risk Management, 5(1), 39-51; Jehoshaphat, J. D., & Oghenah, B. (2021). Building resilience through local and international part- nerships, Nigeria experiences. International Journal of Disaster Risk Manage- ment (IJDRM), 3(2); Jha, D. (2020). Indicator based assessment of integrated flood vulnerability index for Brunei Darussalam. International Journal of Dis- aster Risk Management, 2(2), 47-70; Kabir, M. H., Hossain, T., & Haque, M. W. (2022). Resilience to natural disasters: A case study on southwestern region of coastal Bangladesh. International Journal of Disaster Risk Management, 4(2), 91-105; Kabir, M. H., Tanvir, H., & Haque, M. W. (2022). Resilience to natu- ral disasters: A case study on southwestern region of coastal Bangladesh. In- ternational Journal of Disaster Risk Management, 4(2), 91-105; Kachanov, S. (2021). Methodology for Building Automated Systems for Monitoring Engineer- ing (Load-Bearing) Structures, and Natural Hazards to Ensure Comprehensive Safety of Buildings and Constructions. International Journal of Disaster Risk Management (IJDRM), 3(2), 1-10; Kaur, B. (2020). Disasters and exemplified vulnerabilities in a cramped Public Health Infrastructure in India. International Journal of Disaster Risk Management, 2(1), 15-22.
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skills, abilities and motivation of human resources in achieving the strategic goals of environmental protection of local self-government. Therefore, it is necessary to encourage the strengthening of organiza- tional general and locally specific abilities through the development and maximum utilization of the talents, knowledge, creativity and in- novation of employees and the permanent strengthening of the human dimension of success.
Forming a business strategy without human resources management is neither realistic nor possible. Human resources planning is an inte- gral part of the strategy of every local self-government, whereby human potential should be transformed into “human capital”, as a key activator and a key resource that compensates for the lack of all other resources..143 First of all, it is necessary to create a strategy that is based on sustaina- ble values, because the way human resources are managed determines strategic choices based on those values, and not only in terms of human resources development, but also in other strategic dilemmas.
When making decisions on environmental protection, the local self-government must consider the sustainability of the decisions and their impact on all participants, both in the local self-government and in the wider environment. For this reason, it is necessary to carry out a valid assessment of progress and local tendencies towards sustain- able development, observing a whole set of alternatives that at the lo- cal level may be in the form of some new options conditioned by the consequences of human activities, may be the result of local specif- ic practices of non-market activities (which may ultimately contrib- ute socio-ecological well-being), and they can form a complete set of decisions that are interconnected. That set of categories represents a framework for making strategic decisions by connecting the goals of
143 „“Human capital consists of four components: (1) elements that each employ- ee brings to the work process /intelligence, energy, enthusiasm, experience, skills, emotional intelligence and the like/; (2) learning /improvement, imagination and creativity/; (3) ability to act /conversion of data into information for action/; and,
(4) motivation /sharing of information and knowledge and development of team spirit and goal orientation/. Intellectual capital consists of: patents, trademarks, recipes, structures, know-how. Organizational capital consists of: key competence, norms, rules of conduct, databases, knowledge bases, organizational culture. Rela- tional capital is capital based on relationships with partners (brands, permits from regulatory bodies, contracts, customer loyalty, licenses, sales channels.” Source: Đuričin D., Janošević S., Kaličanin Đ., Management and Strategy, Fifth revised and supplemented edition , Center for Izava activity of the Faculty of Economics in Bel- grade, Belgrade, 2010, page: 496
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local self-government and ranking alternatives by evaluating criteria. Criteria are, in fact, attributes that make up different dimensions from which we look at alternatives for environmental protection.
Decision-making as a process depends entirely on the person. Hence, the need for competent human resources as good connoisseurs of the environment, problems related to its preservation and develop- ment and future global impacts on it is emphasized. Subjectivity as an expressed element of the decision-maker can significantly influence the way of solving problems and the choice of criteria by which we will evaluate alternatives.
The starting point of the human resource management model in environmental protection implies a responsible approach to the con- sideration of various alternatives of local self-governments, using the PROMETHEE model. The goal of applying the PROMETHEE model is the ranking of alternatives for environmental protection based on defined criteria, in order to choose the optimal decision that, under the existing conditions, with the existing human potential, will ensure a solid connection between the adopted strategies and the results of their implementation and practice in LGUs in Serbia. Through the ex- emplary application of this model, based on empirical facts and an as- sessment of the state of local self-governments in Serbia, we highlight the importance of human resources as an important and underutilized alternative in environmental protection.
The model of human resource management in environmental pro- tection implies the maximization of their use not only directly but also indirectly through other alternatives. The most important alternatives whose positive impact on the environment can be maximized are:
• investing in human resources,
• improving the ecological awareness of the population,
• additional (informal) environmental education,
• cleaner production.
Based on this point of view, an example of the decision-making pro- cess and the selection of the optimal alternative was made. Human resource management implies that the chosen environmental protec- tion decision-makers possess managerial and strategic skills. Human resource management in environmental protection is a new form of practice, which, in combination with specific forms of practice of lo- cal self-governments, can bring significant results. In this process, it is important to know the methods of shaping the strategic concept, which can be in the form of methods:
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1. optimization,
2. forecasting,
3. innovation and creativity.
Bearing in mind that environmental protection has an interdisci- plinary approach, reducing it to a single decision-making criterion is almost impossible. As stated by Raiffa H.: “Decision making is a choice between a certain number of alternatives”.144 Multi-criteria decision-making helps managers and decision-makers in choosing the optimal decision in conditions of diverse criteria. In most cases, it in- volves the following stages:
– problem identification;
– defining the problem;
– analysis of possible alternatives to achieve the goal and definition
of results;
– selection of the optimal alternative solution to the problem.
4.2.1. Application of the PROMETHEE method in the ranking
of environmental protection alternatives
Multi-criteria decision-making results in successful decision-mak- ing in a realistic and turbulent environment that requires a variety of criteria. By assessing the state of local self-government in which care for the preservation and development of the environment takes place, criteria were defined on the basis of which the alternatives were ranked.
By ranking according to the PROMETHEE method, a multi-criteria preference index is determined for each pair of compared alternatives. The index of preference of alternative a over alternative b (a, b), can be defined by the expression :145
n
a, b 1 P a, b Z
n h h
Zh h 1
h 1 0 a,b 1
wher is:
Zh – the relative importance (weight) of the criteria, so if they have different weights, then (a,b) is calculated as a weighted, and not as a simple arithmetic mean; Ph (а,б) – the preference function which for a with respect to b is calculated as
144 Ćupić, M., Suknović, M.,Odlučivanje, FON, Beograd,, 2008., str. 15
145 Izvor: Lipovac D., Radojičić M., Letić D., Modeli optimizacije, ICIM, Kruševac,
2000, strana: 139
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Pa,b 0,
ako je
f a f b
p f a f b ako je f a f b
And in the case of human resource management in environmental protection, the optimization of criteria can facilitate the choice of an alternative that will contribute to environmental protection in the best way. Let’s assume that it is necessary to compare 4 investment alter- natives (a1, a2, a3, a4), evaluated in a system of 4 different criteria (f1, f 2, f 3, f 4), given in different units, with different relative importance (Zh) and different requirements for maximization and minimization, which is shown in table 4.2.
The problem under consideration is presented using the PRO- METHEE decision-making method. The criteria that were considered using this method are �
f 1 – vocational education, f 2 – costs,
f 3 – applicability,
f 4 – realization time.
In this context, the following alternatives were analyzed a1 – investment in human resources,
a2 – improving the ecological awareness of the population, a3 – additional environmental education,
a4 – cleaner production.
Table 4.3. Table of defined criteria and alternatives
CRITERIA ALTERNATIVES
Label Relative
importance (Zh) Request mаx–min
а1
а2
а3
а4
f1 0,3 max 80 40 60 50
f2 0,4 min 40 70 50 80
f3 0,2 max 90 80 80 50
f4 0,1 min 60 30 70 40
In order to obtain a final ranking of the compared alternatives, table
4.4 was created, a choice was made and preference functions and pa- rameters were determined.
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Table 4.4. Types of preference functions
0,3
mаx x ≤ 0
– 0
x > 0 1
x < 10 0
Preference index of alternative a1 compared to alternative a2
4
a , a 1 P a , a Z
1 2 4 h 1 2 h
Zh h 1
h 1
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Preference index of alternative a2 in relation to alternative a1
a , a 1 4 P a , a Z
2 1 h 2 1
Zh h 1
h 1
h
=1(0 0 0 1 0,1) 0,1
The preference index values for each pair of alternatives are listed in Table 4.5.
Table 4.5. Preference index values
–
а1
а2
а3
а4
а1
–
0,9
0,7
0,9
а2
0,1
–
0,1
0,4
а3
0,1
0,7
–
0,9
а4 0,1 0,3 0,1 –
Applying the PROMETHEE I method and according to the given conditions, table 4.6 was formed and a partial order was obtained (fig- ure 4.3).
Table 4.6. PROMETHEE I
–
a1
a2
a3
a4
φ+(a )
i
2,5
0,6
1,7
0,5
φ-(a )
i
0,3
1,9
0,9
2,2
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Figure 4.3. Partial order
The PROMETHEE II method provides a complete order based on the pure flow relation: (а) = +(а) – -(а), which is given in table 4.7 and illustrated by the graph in figure 4.4.
Table 4.7. PROMETHEE II
–
а1
а2
а3
а4
φ(аi) 2,2 -1,3 0,8 -1,7
Figure 4.4. Order of alternatives
By applying the concept of the PROMETHEE I and PROMETHEE II methods, the compared alternatives were ranked and the advantage of alternative a1 compared to the others compared was highlighted. The obtained results indicate the advantage of alternative a1, i.e. the con- tribution of human resources in environmental protection.146 We can
146 Kumiko, F., & Shaw, R. (2019). Preparing International Joint Project: Use of Japanese Flood Hazard Map in Bangladesh. International Journal of Disaster Risk Management, 1(1), 62-80; Mano, R., A, K., & Rapaport, C. (2019). Earth- quake preparedness: A Social Media Fit perspective to accessing and dissem- inating earthquake information. International Journal of Disaster Risk Man- agement, 1(2), 19-31; Mohammed, E.-M., & Maysaa, J. (2022). International experiences in sheltering the Syrian refugees in Germany and Turkey. Interna- tional Journal of Disaster Risk Management, 4(1), 1-15; Öcal, A. (2019). Natural Disasters in Turkey: Social and Economic Perspective. International Journal of Disaster Risk Management, 1(1), 51-61; Öcal, A. (2021). Disaster management
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conclude that in the current circumstances, the initial development direction of the environment of local self-government is realistically in human resources. By implementing this decision and emphasizing it, local self-government units in the Republic of Serbia would contrib- ute to a more efficient and humane attitude towards the environment. However, in order for such a decision to be adequately implemented, a consistent policy of local self-government in implementing the Na- tional Sustainable Development Strategy and respecting the principles and principles of Agenda 21 is necessary.
The environmental protection system of local self-government causes the need to establish a development approach to human re- source management. This approach is oriented towards the creation of core competencies147 of human resources management in the local self-government unit. By creating a human resource management strategy, the idea of a quantitative and qualitative structure of man- agers and immediate executors for the implementation of strategic
in Turkey: a spatial approach. International Journal of Disaster Risk Manage- ment, 3(1), 15-22; Odero, N. A., & Mahiri, I. (2022). The Complacency of Flood Victims, Socio Economic Factors, and Effects and Vulnerabilities of Floods in Lower Kano Plains, Kisumu County, Kenya. International Journal of Disaster Risk Management, 4(2), 59-77; Olawuni, P., Olowoporoku, O., & Daramola, O. (2020). Determinants of Residents’ Participation in Disaster Risk Management in Lagos Metropolis Nigeria. International Journal of Disaster Risk Manage- ment, 2(2), 1-18; Perić, J., & Vladimir, C. M. (2019). Demographic, socio-eco- nomic and phycological perspective of risk perception from disasters caused by floods: case study Belgrade. International Journal of Disaster Risk Management, 1(2), 31-43; Podder, M., Hasan, M. K., & Islam, M. J. (2022). Seismic Vulnerabil- ity Assessment of Existing Buildings by Rapid Visual Screening Method: A Study on Ward 27 in Dhaka South City Corporation. International Journal of Disaster Risk Management, 4(2), 77-91.
Rajani, A., Tuhin, R., & Rina, A. (2023). The Challenges of Women in Post-dis- aster Health Management: A Study in Khulna District. International Journal of Disaster Risk Management, 5(1), 51-66; Sergey, K. (2021). Methodology for Building Automated Systems for Monitoring Engineering (Load-Bearing) Struc- tures, and Natural Hazards to Ensure Comprehensive Safety of Buildings and Constructions. International Journal of Disaster Risk Management, 3(2), 1-10; Sergey, K., & Gennadiy, N. (2022). Methodology for the risk monitoring of ge- ological hazards for buildings and structures. International Journal of Disaster Risk Management, 4(1), 41-49.
147 The core competence can, according to the given contextual consideration, be defined as the total sum of high-value knowledge of human resource manage- ment in the local self-government unit, especially in terms of how to coordinate different human resource competencies and integrate multiple streams of envi- ronmental protection technology.
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content is created, with the aim of achieving the already emphasized quality of the local self-government environment. The development of crucial environmental areas of local self-government (covering, for example, air quality and climate change, nature protection, water and waste management, industrial pollution, and others), it is possible to influence the so-called generic strategies, which can strategically sup- port specified areas (with the purpose of achieving benefits), for exam- ple, a low-cost option or a differentiation option.148 (Figure 4.5).
STRATEGIC OPTIONS
LOW COST STRATEGIC OPTION STRATEGIC OPTION OF DIFERENTIATION
HUMAN RESOURCE STRATEGIES
ATTRACTION AND RETENTION Create core/periphery employee structure; recruit only employees who have the ability to add value in the field of sustainable development; plan layoffs in case of disinvestment.
Recruit and retain only high-quality employees with creative abilities to implement process activities in the field of
sustainable development.
LEARNING AND DEVELOPMENT Provide training to increase productivity; organize trainings for the application of the quality management system in the field of sustainable development. Provide training for the development of creativity and innovative skills; organize trainings to create complete solutions for expressed needs in the field of sustainable development.
REWARDING Provide financial rewards and recognition for successful innovations in processes that lead to the reduction of total costs
in the field of sustainable
development.
Provide financial rewards and recognition for successful innovations in the field of sustainable development.
Figure 4.5. Human resources strategy and generic strategies for crucial environmental areas
148 Figure 4.5 was created on the basis of the contextual content of the authors Đuričin D., Janošević S., Kaličanin Đ., Management and Strategy, Fifth Revised and Updated Edition, Center for Educational Activities of the Faculty of Economics in Belgrade, page: 512 and the author’s own conceptual reflection on the given topic dissertations.
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After defining the strategic orientation in which human resources represent the most important alternative in environmental protection in real conditions, a strategic model of human resources management in environmental protection was created. It is defined by means of the gap strategy, which thoroughly and precisely shows (step by step) the ways of greater involvement of human resources in the environmental protection of JSL.
Figure 4.6. Plan to fill the strategic gap of environmental protection of the
local self-government unit
The numbers on the chart indicate the steps within the proposed waste management model:
– 1 – previous care for the environment;
– 2-3 – gap that is filled by encouraging local organizations and their
human resources towards the introduction of cleaner production;
– 3–4 – the gap that is filled by encouraging the total human re- sources of LGUs towards the selection of waste at the source;
– 4–5 – the gap that is filled by the introduction of new technologies and the formation of PPP (Public Private Partnership) in the environ- mental protection of LGUs;
– 5–6 – the gap that is filled by the management of human resourc- es in environmental protection at the local government level;
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– 6–7 – the gap that is filled by eco-marketing and raising public
awareness of LGUs;
– 7–8 – the gap that is filled by additional environmental education
at the LGU level.
Applying the gap-filling plan with steps 2 to 4 only maintains the current state, i.e. the level of results achieved so far. These two steps have not yet been developed in all LGUs of Serbia and represent their current aspiration. The selection of waste at the source is considered a significant step in the improvement of environmental protection in our conditions. The human factor is very crucial here. However, al- though the current situation supports the fact that this approach is seen as modern (which we have already discussed through the imple- mentation of EU Exchange 4 projects in certain self-governments), it is not enough to ensure sustainable development of the environment in the existing conditions. Namely, due to the increase in the amount of waste in the future, without changes in the field of waste collection and processing by improving human resources, these two steps of the gap will only achieve, conditionally speaking, a simple reproduction, not a development goal. For this reason, this model has been upgraded with new steps that can be achieved in real conditions, and which con- tribute to increasing success in environmental protection. In the fol- lowing presentation, individual steps of the proposed human resource management model will be explained in more detail.
STEP 2–3
A GAP TO BE FILLED BY ENCOURAGING LOCAL ORGANIZATIONS AND THEIR HUMAN RESOURCES TOWARDS THE INTRODUCTION OF CLEANER PRODUCTION
Under cleaner production, the industrial sector at the level of the local self-government unit is stimulated. Under the auspices and initiative of UN- IDO (United Nations Industrial Developments Organization), in 2007, the Cleaner Production Center of Serbia (CPCS) was opened in Serbia. Clean- er production means “continuous implementation of a comprehensive pre- ventive environmental protection strategy on processes and products with the aim of reducing negative impacts on people and the environment.”149 In most LGUs of Serbia, there are also a number of companies that gen-
149 United Nations Environment Program, Strategy for the introduction of clean-
er production in the Republic of Serbia, “Official Gazette of RS”, no. 17-2009.
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erate partially hazardous waste. They should also encourage cleaner production. Knowledge and monitoring of normative measures in this area must be a strategic commitment of LGUs, thus directing towards the education of employees in local administration to encourage and introduce a strategy of cleaner production in local companies.
The following diagram illustrates the basic settings of cleaner pro- duction (Figure 4.7).150
In addition to factories, which are potentially the biggest polluters, the problem also occurs with agricultural waste, so it is planned to re- duce this type of waste by introducing cleaner production and VAT and VER in the food industry as well. This step leaves the least room for local government human resources to act. The contribution of human resources in this step of environmental protection is reflected in local government employees as motivators of starting cleaner production, and the realization itself depends to a large extent on the industrial sector in the local community. This, of course, does not reduce the im- portance of cleaner production, but creates additional responsibility and the desire of local governments to encourage it.
STEP 3–4
THE GAP TO BE FILLED WITH ACTIONS BY ENCOURAGING THE TOTAL HUMAN POTENTIAL OF LGUs TOWARDS
THE SELECTION OF WASTE AT THE SOURCE
In addition to the fact that the recycling process is constantly be- ing improved, the mixing of waste raw materials significantly reduces the quality of processed waste and makes the processing process more expensive. That is why it is necessary to try in every possible way to reduce and select waste at the source.
After decades of individual attempts by educational institutions of the local community and the private sector to improve this pro- cess, some local self-government units only managed to start the im- plementation of the primary waste selection development project in 2014. Such programs are financed by the European Union as part of the Exchange 4 package. The basis is the professional development of employees in local governments, representatives of public and private organizations dealing with waste processing, as well as the population.
150 Source: www.cpc–serbia.org.
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What has proven to be useful under the given conditions, and can
be “legalized” by inclusion in the official system, is:
– involving the population in the selection process by introducing benefits and rewards for those who participate, but also penalties for those who do not;
– organizing actions in schools so that students have the obligation to bring a symbolic amount of recyclable waste one day a week;
– organizing the removal of selected waste by type on different days of the week (Monday – electronic, Wednesday – paper, Friday – plastic waste, etc.);
– influencing producers within the local self-government unit to recycle their by-product or distribute it for further processing before mixing with residual waste;
– creation of separation islands within all local communities;
– occasional organization of larger actions for the collection of recy- clable raw materials (for example, the month of electronic waste and its organized purchase at certain locations).
Human resource management in environmental protection in this step of the strategic gap can really have a big contribution. Employees in these jobs have a crucial role in motivating the population and initi- ating and implementing waste selection actions at the source.
STEP 4–5
THE GAP TO BE FILLED BY THE INTRODUCTION OF NEW TECHNOLOGIES AND THE FORMATION OF PPP (PUBLIC PRIVATE PARTNERSHIP) IN ENVIRONMENT PROTECTION LGU
By organizing this type of cooperation between the municipality and the private sector, there would be an organized division of work and an increase in the amount of collected and processed waste. In the world, it is usually the case that the municipality participates with 20%, and the private company with 80% of the funds, which creates a joint company that helps the survival of private processors, and on the other hand, significantly relieves the utility company. This would open up the possibility of introducing new technologies. In addition to numerous attempts to conclude a certain type of PPP (Public Pri- vate Partnership), it almost never comes to fruition. The multiple ad- vantages of such cooperation would contribute to more effective en- vironmental protection. A contribution to the exchange of knowledge
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and experience between the private and public sectors would certainly compensate for the shortcomings of both. The role of human resources in LGUs is to work in every way to improve this cooperation, so that the private and public sectors become partners in environmental pro- tection, and not competitors. Practice shows the silent boycott of man- agers of the vast majority of LGUs when it comes to the introduction of PPP. One part of the cause lies in the ignorance of how to realize it, and the other in the absence of adequate normative support.
STEP 5–6
THE GAP TO BE FILLED BY HUMAN RESOURCE MANAGE- MENT IN ENVIRONMENTAL PROTECTION AT THE LEVEL OF LOCAL GOVERNMENT
Each local self-government unit has its own peculiarities. The dif- ferent economic and social coloring of each of them dictates the alter- natives in the process of environmental protection and its sustaina- bility, and thus determines the way of decision-making. Sustainable development, as an adopted strategic approach at the level of the Re- public of Serbia, no longer bases its criteria only on development and progress, but on quality development that cannot be realized without “human capital”. Effective resource management, which is the focus of the National Strategy for Sustainable Development of the Republic of Serbia, implies that human potential is used to the maximum in order to ensure the prosperity of current and future generations.
Environmental protection and its sustainable development are ex- tremely complex management problems. Every state, local self-gov- ernment and every person should, as a rule, have a vision of the way of life and economy that contributes to a balanced and sustainable eco- logical, economic and socio-cultural development. Each of them must define and have ecological criteria built into their consciousness.
Sustainable development of the environment, in addition to clearly defined principles, for the sake of effective practice, must emphasize the bearers and implementers of the entire process, that is, the devel- opment assumptions of the new system of human values. There are numerous failures in the process of hiring human resources for envi- ronmental protection jobs. When we talk about the strategy of human resource management in environmental protection, it is necessary to look at all alternatives. Thus, alternative strategies for environmental
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protection, thus in accordance with them and corresponding tactics, in practice can be:
– already applied forms of practice,
– new forms of practice i
– specific forms of practice.
In the presented PROMETHEE model in which human resources were one of the offered alternatives for environmental protection, for the stated advantage of alternative a1 (human resources of the greatest strategic importance of local self-government), it is necessary to fur- ther develop programs and tactics for implementing such a decision. From the aspect of real possibilities, this would imply the following strategic tactics (Figure 4.8):
Tactic A1
Reorganization of human resources of local administration in envi- ronmental protection
□ Program A1-1: maximization of internal human resources
□ Program A1-2: admission of newly employed experts in this field
Tactic A2
Engagement of external human resources in the form of a special- ized agency or organization that would perform environmental protec- tion tasks for the needs of the local self-government unit
□ Program A2-1: human resource management support programs
and projects from EU and developed countries
□ Program A2-2: engagement of a team for the transfer of good
practices from local self-governments with similar characteristics Tactic A3
Creation of an expert team for environmental protection from inter-
nal and external human resources
– Program A3-1: an expert team made up of the best experts on this issue in the local community (from local government, private compa- nies, science and the like within the local community)
– Program A3-2: a closed loop system that provides the possibility of managing human resources by assembling a team of all participants within the loop
Tactic A1 is a frequently used tactic that, depending on manage- ment skills, has varying degrees of success.
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Tactic A2 is a type of specific form of practice that enjoys temporary
and occasional practice by individual local self-government units.
Tactic A3 represents a new type of practice and will be given the greatest attention in further work.
Program A3-1 involves the creation of an expert team at the local self-government level, which consists of the best experts in environ- mental protection. Team members who would manage this area and human resources in its domain, may come from private or public or- ganizations, scientific and educational institutions. It is important that they are excellent experts in environmental protection, as well as that they have the will to practically apply their knowledge in their imme- diate environment.
Program A3-1 is followed by program A3-2, i.e. the introduction of a closed loop system, which involves connecting all actors that affect the environment of local self-government in a circular cycle, so that all energy, both by individuals and by organizations, is used within the local community. The benefits that arise in this way are multiple. First, we use all local human potential. Their work is done within the framework of the local community. This reduces costs. All local educa- tional institutions are involved, and cultural events are enriched with content on environmental protection. The financial gain must not be neglected here, because the local administration profits from the crea- tion of new jobs, new sources of income and the quality of the achieved results.
The closed loop system is applied in developed countries in differ- ent forms. At the same time, ecologists have a radical definition of a closed-loop system as a system that “does not exchange matter with the outside world.” From this point of view, it would mean that the local self-government unit does not exchange anything outside its boundaries. It would be impossible to interpret the loop in that way. A closed-loop system in this case would first involve the utilization and connection of all local participants, if the conditions exist for that. Only after that, due to the lack of local participants and sources, ex- ternal participants and collaborators would be used. Therefore, there would be the right of priority participation of local human resources and organizations in the process of environmental protection and its sustainable development.
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The Canadian city of Surrey has implemented a closed-loop system as a fully integrated waste management system, which is limited to garden and residual waste that will generate gas to power the city’s utility trucks. With the completion of the construction of the necessary facility for this purpose, it will be the largest facility in Canada, with the capacity to process 100% of organic waste in the city, and together with the percentage of municipal waste processing, it will reach the desired level of 70% of processed waste. He expects this system to be- come fully operational by the end of 2016.
Because of the extraordinary benefits of this way of working, the Closed Loop Fund has been organized, which plans to invest 100 mil- lion dollars in the next five years to support the development of recy- cling infrastructure in Canada. Local self-government units have the right to apply and receive an interest-free loan for introducing this way of working in their local communities.
Arizona State University (ASU) and the Dutch municipality of Haarlemmeer have also created a circular economy in collaboration with private partners to make the most of local resources. The project includes designing a circular economy strategy and identifying closed- loop energy that not only applies to waste but also to water and other cycle resources.
The above examples represent a sustainable approach to the man- agement of both human and other resources, setting things up in such a way that the output of resources, which is a cost and problem of one organization, is a valuable input resource of another organization in the local community. In addition to reducing costs for organizations for which this resource is a surplus and a burden (such as waste), an additional benefit is provided through social contribution and partic- ipation in the sustainable development of the local community. The further course of such organized management in JSL opens the issue of the placement of newly created products, their distribution and the costs it bears, as well as their collection. That is why each local self-gov- ernment unit could, most certainly, create a local market in at least one segment of recycling, in which it would round off the generally accepted cycle of reproduction and where at the end of reproduction, in addition to monetary funds in the final form, we have additional monetary funds, created on the basis of organized of using final waste as input raw material, as shown in Figure 4.9.
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Figure 4.9. A circular cycle reproduction in the local self-government unit
The Republic of Serbia can create a significant number of new jobs through the development of recycling. That was one of the conclu- sions from the second international fair “Green Economy”, where it was emphasized “that the recycling industry is the primary branch of
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the green economy and that it is important to invest in the collection network, where there are 50,000 potential jobs.” There are currently 2,500 permits for waste management in Serbia, of which 600 are for waste treatment”.151
Of course, encouraging the organization of environmental protec- tion according to the system of such a cycle of reproduction, that is, a modified closed-loop system at the level of LGUs in Serbia, implies the introduction of motivational drivers. Organizations that, according to defined criteria, make the greatest contribution to environmental pro- tection must be adequately rewarded. The award is an example of good practice for other organizations and a motivation for such a strategy and way of organizing to be supported in the future.
By applying the concept of the PROMETHEE method, we can very successfully evaluate the performance and contribution of organiza- tions within local self-government to the environment. In this way, the results become the basis of motivation and rewards for companies with the greatest contribution to the environment. For this purpose, the software package can be an important tool for the implementation of the award decision. “A large number of different criteria provides a comprehensive insight in accordance with the requirements set by the decision maker”, in this case, the decision on rewarding the achieved environmental performance. The application of the Visual PROMETH- EE application on a specific example is shown in the following figure (figure 4.10), where three companies are taken for demonstration as alternatives.
The application of the Visual PROMETHEE application (Niko- lić, Gajović and Paunović, 2015) first of all implies a ranking which, through an example for the sake of easier presentation, was carried out on the basis of six criteria, where human resources are highlighted as the most important, i.e. the level of knowledge, skills and experience of employees, as well as evaluation of employee performance and criteri- on – cooperation with the population, which defines the influence of the organization on public opinion, additional environmental education of children, promotion of organized work on the collection of secondary raw materials and successful practices. In addition to these mentioned criteria, criteria were also used – amount of processed waste, waste generation, invested funds on an annual level and contribution to en- vironmental protection. According to its importance for each of the
151 http://www.sepa.gov.rs/index.php?&search=0&page=1
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criteria, relative importance was assigned, as were the requirements
for maximization and minimization.
Figure 4.10. Initial data for analysis in the Visual PROMETHEE applica-
tion (Nikolić, Gajović and Paunović, 2015)
Ordinary preference functions were used for all criteria. The final ranking was made on the basis of the known data entered in the table for each of the three companies. For the criteria of amount of processed waste and waste generation, the values are expressed in tons on an annual basis. The criteria of invested funds and contribution are ex- pressed in dinars, while for the criteria of human resources and coop- eration with the population, a scale ranging from 1 to 5 points was used.
After entering all the values in the table, using the Visual PRO- METHEE application using the PROMETHEE I method, the following results were obtained, i.e. the ranking of alternatives, in this case the company (Figure 4.11).
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Figure 4.11. Presentation of the ranking of alternatives
using the method PROMETHEE I and the ranking of alternatives in the network diagram using the PROMETHEE I method.
After the defined values, the necessary calculations were performed within the application, where the obtained values of input (Phi+), out- put (Phi-) and net flow (Phi) are shown in the following table (Figure 4.12).
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Figure 4.12. Tabular presentation of ranked alternatives using the PRO-
METHEE I method (Nikolić, Gajović and Paunović, 2015)
By applying the PROMETHEE II method using the net flow value (Figure 4.13), a graphical representation of the rank of the considered alternatives according to the selected criteria was obtained.
Figure 4.13. Presentation of the ranking of alternatives using the method PROMETHEE I.
The selected criterion functions should be specific enough and their values should show how well the system works or what the effects are that arise from using different criteria and appropriate techniques..152 Based on the initial data by applying the PROMETHEE method in the Visual PROMETHEE application, a complete order of the considered
152 Radojičić M., Vesić J., One approach to modeling and expressing preferences in multi-criteria optimization, page 241, source: http://www.indmanager.edu.rs/ site/pdf/e-6.pdf
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alternatives (companies) is obtained. We can conclude that the de- monstrative company 1 has an advantage over the other companies, the next in rank is company 2, while company 3 turned out to be the weakest solution.
The active role of local self-government, as the location point of ac- tion of every individual, every organization, is necessary in the creation of specific motivational instruments in the improvement of the envi- ronment. For business entities, environmental protection is becoming an ever-increasing cost, which affects the change in their decisions on the quantities and prices of products and services. The external eco- nomic effects of environmental devastation are extremely felt in both production and consumption. For this reason, business entities repre- sent important participants in the process of sustainable development of the environment. That’s why the local self-government is the party that should influence economic subjects with their actions, motivating them to improve the environment, with a reward as a kind of compen- sation for the efforts made and contribution to environmental protec- tion. Motivational factors play a very important role in the contribution of human resources. Presentation of the Visual PROMETHEE method in evaluating the performance and contribution of organizations with- in the local self-government to the environment is significant from the aspect of setting motivational factors not only for economic subjects of local self-governments, but also for employees and individuals.
STEP 6–7
A GAP TO BE FILLED BY ECO-MARKETING AND AWAKENING
THE POPULATION’S PUBLIC AWARENESS
One of the basic problems of environmental protection is the un- derdeveloped awareness of citizens about its importance. The fault lies partly in the current education system, partly in insufficient information and cooperation of local self-government with citizens and their associ- ations. This problem is particularly pronounced in small local commu- nities, because large LGUs, such as Belgrade, which has the status of a city, and the status of a specific LGU, due to their complexity and size, are forced to a different and better organized information system.
Ways to overcome the defined problems lie in the increased activ- ities of the so-called green economy, i.e. eco-marketing, whose direc- tions and possibilities are multiple.
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The development of the brand in this area would contribute to the creation of added value, which would transfer the primary idea of ben- efits at the local level to the regional level. Brand perception is not only closely related to the product (which appears in its original meaning as a physical good or as a service). De Chernatony and Mc Donald cite a broader understanding of the brand that supports this idea, stating that “a successful brand is a physical good, service, person or place, which we can identify and which are magnified in such a way that the customer or user receives relevant, unique additional values that best meet their needs”.153
The creation of an ecological brand of places, eco products and mu- sic, etc., in each local self-government unit of the RS or its individu- al parts, would result in increased demands of citizens in the field of environmental protection and significantly stronger emotional states and desires on that basis. The reason for this lies in the understand- ing that a brand is a product of expectations and emotions associated with those expectations. Expectation is the primordial driver of hu- man action, the emotional expression of the transfer of human needs and desires into the comfort zone where they are transformed into the “material substance” of people’s mental representations. It can never be completely fulfilled, but, we ask ourselves: what is the aspiration without ideals and whether ideals would be so called if they were ful- filled as a whole. Bearing that in mind, it should raise expectations among citizens, i.e. start the movement of their emotional states. By triggering people’s emotions, a domino effect is created in the context we are specifically talking about, i.e. reaction and action in environ- mental protection can potentially be triggered.
People’s indifference should be avoided at all costs when it comes to their perception of the environment, that is, of the environmental pro- tection system. Therefore, in order to create an ecological unit of local self-government, people should assume their indifference to a higher level of mental satisfaction of the natural environment in which their existence, their work, takes place. Even simplified, understanding the brand as part of the economy and culture, it can significantly contrib- ute to the strengthening of environmental awareness. Classifying it in the lifestyle of citizens means changing their personal philosophy,
153 De Chernatony L., Mc Donald M., Creating Powerful Brands in Consumer, Service and Industrial markets (1st ed.), Butterworth Hainemann Limited, Lon- don, 1993, p. 9.
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which is the strongest emotional driver. The effects of such emotions are measured by loyalty in which we very often cannot find a rational explanation. By observing the branding of the living environment in this way, the impact on strengthening environmental awareness will certainly be enhanced.
For this reason, we must not neglect this element of strengthening environmental awareness. The realization of the idea of an ecological brand of a local self-government unit implies the use of certain brand- ing principles and techniques. For this purpose, the management of human resources in the protection of the environment implies the en- gagement of experts who, through promotional campaigns (such as fairs, workshops, exhibitions, manifestations and similar promotion- al events), will present eco-marketing and the ecological unit of local self-government as a local asset.
Observing the global trends of human society, which moved the emo- tions of the world towards the so-called “brand-centric” humanity, it is clear how much the brand is rooted in human need and reality. Such a trend should be used in an optimal way. Bearing in mind that a brand can be geographical objects, such as mountains, islands, cities, areas, we ask: Why couldn’t it also be a local self-government or a part of it?
Creating a brand implies, first of all, influencing the local population to accept certain things, behavior, products as a local brand, which is limited by the framework of the local community. It is the initial step towards further strengthening and expansion of the brand. Every brand has its visible elements (words, labels, etc.) and invisible ele- ments (essence, emotion, behavior, expectation, promise, etc.). Invis- ible elements are the key to the philosophy of strengthening citizens’ environmental awareness, but they cannot be observed independently of visible elements. Only their homogeneity leads to success. In order to start creating a brand, one should first analyze internal strengths and weaknesses, that is, external opportunities and threats. SWOT analysis154 is the starting point that gives us a qualitative picture of the
154 SWOT analysis (abbreviation of the English words strengths, weaknesses, opportunities and threats) is used to understand the environment of a business company or institution or a certain social community – local self-government unit and the general environment in general , and the branch covered by the activities of the aforementioned entities, as well as their competitive environment. The analysis should provide answers (internally and externally evaluated) to ques- tions related to strengths, weaknesses, opportunities and threats – categories that require continuous action fluid and proactive action. The entire assessment
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situation. With its application in the local self-government unit, the qualitative presentation of values is transformed into a quantitative SWOT matrix that shows the importance and potentials that need to be strengthened in the brand philosophy of the environment.
SWOT analysis is very important both during the formation of the strategy and during its implementation, for the purpose of correction due to deviations caused by changes in the internal and external en- vironment. Considering that the strategy is adopted for a long period of time, such changes are very certain and frequent in practice. The problem of this analysis can be a subjective approach, so it is impor- tant that more expert people are involved in its development for the purposes of environmental protection analysis, in order to minimize any subjectivity.
of the strengths, weaknesses, opportunities and dangers of the assumed subjects is influenced by the factors of the macro and micro environment. Macroenviron- mental factors refer to forces that operate in the general business environment and can have often dramatic effects on the strategy of given entities. As a rule, the aforementioned entities have little capacity to predict the trends of these fac- tors, and are even less able to control them. Factors whose strength of influence is evident on the strategic behavior of given entities are distinguished as: demo- graphic (for example: population aging; increase in personal wealth, changes in ethnic composition); sociocultural (for example: increasing number of employed women; increase in the number of temporary workers; increasing awareness of economic issues); political-legal (for example: reform related to misdemeanor actions; increase in minimum wages; taxes at the local and state level); techno- logical (for example: the emergence of Internet technology; research related to synthetic and exotic materials; wireless communication); economic (for exam- ple: interest rates; unemployment rates; trends in gross national income); global (eg: growing volume of global trade; exchange rate; creation of the World Trade Organization [leading to tariff reduction / free trade in services]). Microenvi- ronmental factors refer to the forces operating in the competitive business envi- ronment, which consists of industry-related factors and has a stronger influence than the general environment. The most acceptable explanation of this range of factors can be explained through the model of industrial analysis of Harvard professor Porter (Porter), which lists five influential factors in a given context: the threat of new entrants to the market, the power of buyers, the power of sup- pliers, the threat of substitutes and rivalry among competitors. The strength of these factors determines, as a rule, the average expected level of profitability in a certain economic branch. The analysis of these five factors can, potentially, contribute to making a valid decision in which economic activity a business com- pany should enter, that is, a valid decision in terms of assessing how to improve the competitive position of the company, that is, of other entities. Source: Dess
G. G., Lumpkin T. G, Eisner B. Alan, Strateški menadžment, teorija i slučajevi, Data Status, treće izdanje, Beograd, 2007, strane: 49-50; 70-71
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SWOT analysis is suitable for making decisions in a wide variety of situations. Humphrey is the creator of SWOT analysis, as well as other methods in business planning. SWOT analysis has its image in the mirror, with the emergence of TOWS analysis. Namely, the SWOT analysis puts the internal environment (strengths and weaknesses) in the first place, and then the external environment, while the TOWS analysis puts the external environment (opportunities and threats) in the first place, and then the internal environment.
Opting for the application of SWOT analysis for the sake of deci- sion-making and creating a clear picture of the impact and importance of certain (internal and external) environmental factors on environ- mental protection and its development in the local self-government unit, a sample example of a qualitative SWOT analysis and its quanti- tative matrix was prepared. The data obtained from this analysis can be used for decisions that are strategically important, but also for de- termining priority actions in the future. The approach to creating this matrix is mainly defined through the following steps: 1) defining in- ternal strengths and weaknesses; 2) defining external possibilities and dangers; 3) defining general goals; 4) definition of different strategic possibilities and 5) implementation of strategies.
Table 4.8. Relationship between internal and external environment in SWOT analysis
Opportunities Threats
Strengths
Strength – possibilities
Using the organization’s strengths to take advantage of opportunities
Strength – dangers
Using the strength of the organiza- tion to avoid threats
Weaknesses
Weaknesses – Opportunities Overcoming weaknesses to take advantage of opportunities
Weaknesses – dangers Minimizing weaknesses to avoid threats
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The strengths of the local self-government unit represent a strate- gically very important factor because they are based and result in the abilities, resources, skills and knowledge of human resources, both those employed in the field of environmental protection and the hu- man resources of the local community. The role of forces is crucial in taking advantage of opportunities and avoiding dangers from the environment.
The weaknesses of the local self-government unit are those areas in which and because of which, the work of this local community is not at the desired level of business. Limitations in the form of lack of re- sources, knowledge, finances, etc., can greatly affect productivity and business performance. Weaknesses are omissions and deficiencies that may stem from a possibly bad organization that prevents quality management action and demands the removal of these destructions and their consequences for the environment.
The possibilities of the local self-government unit represent poten- tial opportunities that could contribute to the fulfillment of the stra- tegic goals of environmental protection. Identifying opportunities in- volves observing the changes that occur in the micro and macro envi- ronment.
Dangers per local self-government unit can be immediate, but they can also be defined as dangers that may arise in the near or distant fu- ture for the environment. By anticipating future dangerous situations for local self-government, the desired course of achieving the goal can be changed and control can be established up to a certain limit. The strategy of local self-government is aimed at identifying dangers using SWOT analysis in order to undertake preventive actions in environ- mental protection.
The first step in SWOT analysis is the identification of internal and
external environmental development factors.
Internal and external development factors are identified based on:
– reviewing existing statistical data, researching the organization and environment, anticipating future events;
– interviewing and surveying key stakeholders and groups. (Table 4.9)
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Table 4.9. Identification, analysis and ranking of strategic issues of the
environment of the local self-government unit (exemplary example).
First stage
Streigths Weaknesses
1. Knowledge and experience of local human resources in environmental protection
2. Expertise for key areas of environmental protection
3. Creation of an expert team for environmental protection
4. Created closed loop model at the level of local government 1. Lack of professional human resources in the local administration itself
2. Absence of a human resources management sector
3. Absence of environmental protection sector
4. Lack of professional development of employees in the field of environmental protection
OPPORTUNITIES Threats
1. Additional education of employees in the field of environmental protection
2. Additional education of children of preschool and school age
3. Strengthening the ecological awareness of the population
of the local self-government unit
4. Creation of the brand
of the ecological unit of local self-government
5. Support and financing
of the created closed loop model by the EU
1. Economic crisis at the global level
2. Constant increase in pollution and waste
3. Unpredictable future and great turbulence
4. Systemic failures in environmental education at the state level
Russian experts further developed the SWOT analysis, giving it a quantitative character. The first step of that process is the introduction of the assessment of the interaction of each pair of factors, in the form of aij (from –1 to 1) in the direct dependence of the positive assessment (or the inverse dependence of the negative assessment), and the strong- er the dependence, the higher the assessment modulo aij ∈ ( -1; 1).
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Table 4.10. Evaluation of the interaction of each pair of factors (case study)
SWOT
Analysis (Opportunities) (Threats)
1 2 3 4 5 1 2 3 4
(Strengths) 1 1 0,6 0,7 0,6 0,8 0,2 0,4 0,2 0
2 0,8 0,2 0,7 0,6 0,6 0 0,4 0,4 0,4
3 0,8 0,4 1 1 0,8 0,2 0,8 0,4 0
4 0,8 0,6 0,8 0,8 1 0 0,9 0,4 0,4
(Weaknesses) 1 0,4 0,2 0,2 –0,7 –0,6 0 –0,4 –0,2 0
2 –0,2 0 –0,2 0 –0,2 –0,2 –0,2 –0,2 0
3 –0,4 –0,2 –0,8 –0,8 –0,8 0 –0,6 –0,4 –0,2
4 0,4 0 –0,4 –0,4 –0,6 –0,2 –0,6 –0,2 –0,4
Within this SWOT matrix, the interaction assessment is determined by the direct impact assessment 155:
– grade 1 (the factor gives a full possibility to use favorable oppor- tunities and strengths or prevent the negative effects of dangers and weaknesses);
– score from 0.8 to 0.6 of the strength and weakness factor on the use of favorable opportunities or on protection from (help to use fa- vorable opportunities and strengths or protection from dangers and weaknesses);
– rating from 0.4 to 0.2 (positive impact on the use of favorable opportunities and strengths or on protection from dangers and weak- nesses);
– grade 0 (there is no practical influence of factors on specific factors);
155 Ibidem
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– rating from -0.2 to -0.4 (negative influence on the use of favorable opportunities and strengths or influence that encourages the strength- ening of dangers and weaknesses);
– grade -0.6 to -0.8 (strong negative impact on the use of favorable opportunities or a clear impact on the strengthening of dangers);
– rating -1 (preventing the use of favorable opportunities or strengths in preventing the action of dangers and strengthening weaknesses).
Table 4.10 – for external factors, the influence coefficient Kj and the probability of occurrence Pj are introduced. The coefficient of impact on LGUs of specific favorable opportunities or threats is determined in a sitting manner:
– impact coefficient 0 – does not affect the activities of the local
self-government unit;
– impact coefficient 1 – creates new (full) opportunities or in case of realization of danger; JSL’s environmental protection activities can be completely threatened.
Intermediate cases of the influence coefficient imply the following
ranking:
– weak influence 0.1–0.3;
– average influence 0.4–0.6;
– strong influence 0.7–0.9.
The probability of occurrence Pj implies a ranking of the probability (in the range from 0 to 1) of the occurrence of favorable opportunities and dangers. Therefore, it refers to external factors.
Internal factors are evaluated by evaluating the intensity, which is based on the specialized knowledge and experience of experts in the field of environmental protection, so that in the column – Strengths “S” Ai is introduced, that is, the evaluation of the intensity of these factors in the range from 1 to 5, using the following rules:
– grade 5 – special advantage;
– rating from 4 to 3 – intensity higher than average in the environ- mental protection segment of LGUs in Serbia;
– score from 2 to 1 – intensity probably higher than average, but not
significant.
Also, in the column – Weaknesses “W” of the local self-government unit, Ai is determined using the following rules:
– grade 5 – this weakness is not represented in the environmental protection activity of LGUs;
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– rating 4, 3 – the position according to this factor is weaker than the inserted positions of LGUs in this activity;
– Score 2, 1 – factor intensity possibly lower than average, but this is unreliable.
The cells in table 4.11 are filled with the product of the intensity of internal factors and the coefficient of influence and probability of oc- currence of external factors Ai x Kj x Pj.
Table 4.11. Matrix of influence coefficient, probability of occurrence
and assessment of the intensity of environmental factors
SWOT
Analysis OPPORTUNITIES
(Opportunities) ОПАСНОСТИ
(Threats)
1 2 3 4 5 1 2 3 4
Impact coefficient
Кј
Аi 0,9 0,6 0,8 0,8 1 0,3 0,6 0,4 0,7
Probability of
occurrence Pј 0,9 0,8 0,9 0,8 0,5 0,7 0,8 0,8 0,6
STREIGHTS 1 5 4 2,4 3,6 3,2 2,5 1 2,4 1,6 2,1
2 3 2,4 1,4 2,2 1,9 1,5 0,6 1,4 1 1,3
3 4 3,2 1,9 2,9 2,6 2 0,8 1,9 1,3 1,7
4 5 4 2,4 3,6 3,2 2,5 1 2,4 1,6 2,1
WEAKNESSES 1 4 3,2 1,9 2,9 2,6 2 0,8 1,9 1,3 1,7
2 4 3,2 1,9 2,9 2,6 2 0,8 1,9 1,3 1,7
3 4 3,2 1,9 2,9 2,6 2 0,8 1,9 1,3 1,7
4 3 2,4 1,4 2,2 1,9 1,5 0,6 1,4 1 1,3
According to the ranking of the coefficient of influence, the proba- bility of occurrence of opportunities and dangers, as well as the inten-
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sity of strengths and weaknesses, the experts’ ratings in cells Aij from the previous table are then transposed into ratings:
Aij = Ai x Kj x Pj x aij
Where in:
– Aij – assessment of the strong (weak) side of the LGU;
– Kj – degree of influence of opportunity or danger;
– Pj – the probability of occurrence of factors of the external envi- ronment;
– Aij – the degree of interaction between the factors of pair analysis. (Table 4.12)
Table 4.12. Results of the evaluation matrix of the SWOT analysis of LGUs
SWOT
analysis LGU Opportunities THREADS
1
2
3
4
5
1
2
3
4
Impact coefficient Кј
Аi 0,9 0,6 0,8 0,8 1 0,3 0,6 0,4 0,7
Probability
of occurrence Pј 0,9 0,8 0,9 0,8 0,5 0,7 0,8 0,8 0,6
STREIGHTS 1 5 4 1,4 2,5 1,9 2 11,8 0,2 1 0,3 0 1,5
2 3 1,9 0,3 1,5 1,1 0,9 5,7 0 0,6 0,4 0,5 1,5
3 4 2,6 0,8 2,9 2,6 2,5 10,5 0,2 1,5 0,5 0 2,2
4 5 3,2 1,4 2,9 2,6 2,5 12,6 0 2,2 0,6 0,8 3,6
8,7 3,9 9,8 8,2 7 0,4 5,4 1,8 1,3
WEAKNESSES 1 4 1,3 0,4 0,6 -1,8 -1,2 -0,7 0 -0,8 -0,3 0 -1,1
2 4 -0,6 0 -0,6 0 -0,4 -1,6 -0,2 -0,4 -0,3 0 -0,9
3 4 -1,3 -0,4 -2,3 -2,1 -1,6 -7,4 0 -1,1 -0,5 -0,3 -1,9
4 3 1 0 -0,9 -0,8 -0,9 -1,6 -0,1 -0,8 -0,2 -0,5 -1,6
0,4 0 -3,2 -4,7 -4,1 -0,3 -3,2 -1,3 -0,8
The resulting SWOT matrix consists of sums of measured assess- ments. From a strategic point of view, the most significant is the square that is based on the maximum, by module, quantitative assessments. For each zone of the matrix, we get strategic action options. In this
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way, the SWOT matrix becomes the matrix of the strategy of the local self-government unit.
Therefore, the final matrix contains the sums of weighted assess- ments of experts. In doing so, the possibility of creating four groups of different strategies, each of which uses a certain paired combination of internal and external factors, opens up.
Pairs of the following indicators are subjected to joint analysis:
STREIGHTS–OPPORTUNITIES (S–О), STREIGHTS–THREADS (S–Т),
WEAKNESSES –OPPORTUNITIES (W–О), WEAKNESSES –THREADS (W–Т).
After that, a set of strategies created by analyzing the pair of factors “STREIGHTS-OPPORTUNITIES” is formed, a group of strategies re- lated to the “S-O strategy” type is formed. For the second pair of factors “STREIGHTS–THREADS” the group “strategy S–T” etc. is formed.
Strategies WT WEAKNESSES –THREADS. The goal of any WT-type strategy is to minimize WEAKNESSES and THREADS and identify WT activities that minimize WEAKNESSES to avoid THREADS. With the modified application of this matrix to the local self-government unit, in square “W-T”, we see that it is necessary to minimize the greatest dan- ger under number 2, i.e. the constant increase in pollution and waste, which, otherwise, can have the most negative effect on the increase of our WEAKNESSES, of which in relation to the threats, the biggest weakness is the absence of the environmental protection sector.
Strategies WO WEAKNESSES – OPPORTUNITIES. The strategies of this group try to minimize WEAKNESSES and simultaneously max- imize OPPORTUNITIES. In this square, the unit of local self-govern- ment, the absence of a sector for environmental protection also stands out as the greatest weakness. Additional education of employees in the field of environmental protection, as option number 1, has the most positive impact on the overall WEAKNESSES of local self-government units. Also, possibility under number 4, i.e. creating a brand of ecolog- ical local self-government unit, is the most threatened by taking the WEAKNESSES of local self-government units collectively.
Strategies ST STREIGHTS–THREADS. The goal of these strategies is to maximize STREIGHTS and minimize THREADS. Also, in this square, danger number 2, that is, the constant increase in pollution and waste, is the greatest danger that should be minimized, while the
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greatest strength of the local self-government unit in relation to the total THREADS is precisely in the created model of a closed loop in waste management.
Strategies SO STREIGHTS–OPPORTUNITIES. Each local self-gov- ernment must strive to simultaneously maximize STRENGTHS and OPPORTUNITIES. By identifying the greatest STREIGHTS and the most favorable OPPORTUNITIES, SO activities are also identified that will be undertaken in order to use the STREIGHTS to increase the OP- PORTUNITIES of the local self-government. The most significant pos- sibility is number 3, i.e. creation of the brand of the ecological unit of the local self-government in relation to its STREIGHTS. The greatest strength of the local self-government unit in relation to OPPORTUNI- TIES from the external environment is the creation of a closed loop model in waste management.
Therefore, marketing is an important component of strategic care for the environment and its sustainable development. Human re- sources represent an important link in the marketing process. That is why their additional education in the field of environmental protection and the creation of a professional team that will optimally perform the marketing work of turning the local self-government or one of its segments into an ecological brand is of great importance for the good implementation of the human resource management strategy in envi- ronmental protection.
STEP 7–8
THE GAP TO BE FILLED BY ADDITIONAL ENVIRONMENTAL
EDUCATION AT THE LEVEL OF LOCAL SELF-GOVERNMENT
Education, as already emphasized in the previous part of the paper, is a lifelong process that knows no age. However, it is clear that if it is acquired in the early stages of life, it leaves a deeper mark and greater OPPORTUNITIES for improvement later in life. The environment in which an individual exists, grows and develops, largely determines his relationship to the environment. For this reason, it is very important to improve informal environmental education in local governments. The importance of the immediate environment is highlighted by the authors studying the role of environmental education in environmen- tal protection. “Environmental education requires different sources of knowledge… Immediate reality – implies the concrete environment in
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which the student exists. It is a family home, a kindergarten, a school, a college, a barracks, a wider urban or rural environment. It plays an important role in the formation of ecological awareness, although in many ways it is full of non-ecological, but the knowledge acquired through it is of the highest quality.”156 This strategic step does not mean only the additional environmental education of employees in the local government/institution, but the total human potential (pop- ulation) of LGUs, according to the specifics and needs of educational development with the aim of improving and protecting the environ- ment. There are numerous ways of implementing educational content in LGUs, and for this reason they should be intensified, because they are realistic and available, but insufficiently used (the given examples speak best of this). This is precisely the task of employees in local ad- ministrations, so that the effect of acquiring and transmitting ecologi- cal knowledge is as great as possible.
Each mentioned step of this model of environmental protection implies the professional development of the bearers of its implemen- tation, i.e. employees in local self-government. For this reason, very great importance in the research part of the work is devoted to this issue. The need and interest of employees in local self-governments in Serbia for training in the field of environmental protection is particu- larly emphasized. Also, their willingness to improve their knowledge of ecology through various educational processes is expressed in a high percentage. This, in addition to personal satisfaction, also results in increased overall efficiency and effectiveness of human resources in the given domain. Annex 1 shows an example and achieved results of practical training within a local self-government, which confirmed the assumption that additional environmental education (in the informal sense) significantly contributes to changing the awareness of the pop- ulation and their attitude towards the environment.
From the attached model, it can be concluded that human resources are strategic resources without the support of which all business, so- cial, environmental and other human activities would be just “words written on paper”. The use of people’s knowledge, abilities, skills, and competences is related to the management of human resources. They create energy that drives processes. They are, with the preface man- agement, a process themselves.
156 Šehović S., Uloga ekološkog obrazovanja u zaštiti i unapređenju životne sre- dine, Danubius, http://danube-cooperation.com/, 2012.
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The process of human resource management is described different- ly by experts in the field of management issues. However, all of them highlight in their description the stages that people go through, with the intention of making a contribution in a given business, social or environmental area (or a certain other area), that is, to achieve them- selves. The phases of human resource management in the manage- ment process should be adapted and harmonized with defined envi- ronmental protection strategies. This implies an individual approach of each LGU to this area, in accordance with its peculiarities. Looking at the views of numerous authors who deal with human resources, it is impossible to find those who see MLJR as independent of training and permanent education. Thus, according to the author Chuck Williams, the human resources management process includes three phases, each of which contains two subphases: attracting qualified workers (with subphases: recruitment and selection); training of qualified workers (with sub-phases: training and assessment of work performance) and retention of qualified workers (with sub-phases: remuneration and termination of employment).157
Regardless of the diversity of local self-governments and conse- quently different approaches to human resource management, each local self-government unit, in accordance with the principles of the environmental protection system, must create a human resource man- agement model that contributes to:
– development of human resources of LGUs;
– development of local administration and its reputation;
– improving the quality of the environment in accordance with sus- tainable development;
– the growth of educational standards and the development of addi- tional environmental education;
– improving and developing general social knowledge of ecology (especially children and young people);
– maximum utilization of the total human potential of the local community;
– fulfillment of obligations towards the local community.
The next chapter presents the results of the research that unequivo- cally indicate the importance of human potential in the environmental protection of LGUs, the necessity of changes in MLJR in the domain of the environment and the necessity of acquiring and transferring knowledge in the field of ecology of LGUs.
157 Villiams C., Principi upravljanja, Data Status, Beograd, 2010, strana: 190
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RESEARCH PROCEDURE
CHAPTERS
5.1. The problem and the subject of research
5.2. Research objective
5.3. Research hypotheses
5.4. Research method
5.5. Scientific and social justification of research
Research Procedure
5.1. The problem and the subject of research
The initial foundations of the research carried out as part of the doc- toral dissertation under the title “Management of human resources in environmental protection” were set by defining the problem, sub- ject, goals, hypothetical framework and method of research. The re- search problem relates to the extremely current area of environmental protection management at the level of smaller regional units – local self-government units (LGUs). The problem focus of the research is oriented towards the relationship between key potentials – human re- sources – engaged in the management of environmental protection of local self-governments and the level of quality of their eco systems.
The operationalization of the research subject is directed towards the concretization of the researched phenomena and their differentia- tion from related phenomena. In this sense, the subject of the research is the analysis of the relationship between organizational characteris- tics and the competence characteristics of human resources engaged in the management of environmental and working environment pro- tection in local governments on the level of preservation and quality of living conditions in them. The key factors of the research subject are the characteristic organizational forms and functions (jobs) of human resources engaged in the management of environmental protection of local self-government and the assessment of the quality of the environ- ments to which protection refers.
In a spatial sense, the subject of the research carried out as part of the doctoral dissertation refers to the local governments of the Repub- lic of Serbia, and in a temporal sense to the year 2015. In the discipli- nary sense, the subject of this research is of a distinctly multidiscipli- nary character. It is predominantly located in the domain of organiza- tional sciences with a focus on human resource management and the disciplines from which this new scientific field emerged. The subject of research belongs to the group of environmental sciences and quality sciences.
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5.2. Research objective
The primary goal of the work is to improve the quality of the en- vironment at the level of the local self-government unit, by applying a well-designed model of human resource management in environ- mental protection. The living environment is the reality of the hu- man environment, it is the working environment, and it, in itself, is determined by mutual relations and their specificities that must be managed. Hence, it is important to apply the management aspect in the constellation of environmental sustainability. The social goal of the research is to contribute to the preservation and development of the quality of their performance through the design of an adequate model of human resource management engaged in the protection of the living and working environment in local self-government units. In simpler terms, the aim of the work is to determine the ways in which people in local administrations can improve environmental protection processes and promote their development.
The scientific research objective of this doctoral dissertation is de- signed to contribute to the expansion and enrichment of the knowledge fund of the theory and practice of human resource management and environmental protection. In a scientific sense, the aim of the research foresees the description, and then the systematization, typology and comparative analysis of usable organizational models of environmen- tal protection and the role of human resources in them. The scientific contribution of the research is particularly significant given that its role is pioneering, that is, that research in this subject orientation is very rare in our region. It will fill the obvious knowledge gap and sup- plement the possibility of checking the insufficiently verified data of some earlier researches.
5.3. Research hypotheses
Within the chosen research problem. of the operationalized subjects and objectives of the research, the starting hypotheses of the research were defined. The hypothetical framework of this doctoral dissertation was formulated at the general and special level of generalization.
General hypothesis:
Based on the set subjects and goals of the research, and in accord- ance with the current theoretical platform, a general hypothesis was formulated that could be verified through special assumptions, that
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Research Procedure
is, the results obtained in the research. The general hypothesis in the
outline of the scientific idea is formulated as follows:
H. – 1. The organization and competence of human resources engaged in managing the protection of the environment and working environ- ment in local self-governments affects (is a correlate) the level of quality and development of the environment in their local communities.
From the formulaic general hypothesis, a corresponding series of special and from them individual hypotheses were derived, which read:
H – 1. 1. The functional model of organizing services for managing environmental protection in local self-government units significantly contributes to raising the quality and development of the ecological characteristics of their communities.
H – 1. 2. Continuous education of the population of local commu- nities in the field of environmental protection improves the level of quality and development of ecological characteristics of their environ- ments.
H – 1. 3. Education of school-age children in local communities in the field of environmental protection improves the level of quality and development of ecological characteristics of their environments.
H – 1. 4. Social responsibility of local self-government bodies signif- icantly contributes to raising the quality and development of the eco- logical characteristics of their communities.
H – 1. 5. Planned material investments of local self-governments in the protection of the living and working environment significant- ly contribute to raising the quality and development of the ecological characteristics of their communities.
H – 1. 6. The existence of an environmental protection strategy with- in the local self-government units significantly contributes to raising the quality and development of the ecological characteristics of their communities.
5.4. Research method
Aware of the fact that the units of local self-governments of the Republic of Serbia are not sufficiently oriented towards innovations related to human resources and the environment, the application of scientific methods expressed the desire to cover the positioning and understanding of certain procedures and decisions of the management
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of human resources in connection with the functioning of the environ- mental protection system, on the one hand side, and future strategies related to the change of the given system, on the other side.
In the planned research, the usual methodological procedure of in- ductive drawing of conclusions was applied with the aim of checking the set hypotheses. The procedure is complemented by derived meth- ods of content analysis and case studies. The collection of data needed to verify the hypotheses set in the research project was carried out us- ing the survey method, as the basic research method that is common for phenomena of this nature.
As part of the investigation, its most frequently used and most ef- fective technique – surveying – was applied as a method. The research included 145 respondents, local government units of the Republic of Serbia. The research procedure was carried out with an appropriate, specially constructed instrument-questionnaire, implemented using the technique of individual interview of respondents. Examination of the attitudes of the management of local self-governments regarding the internal characteristics and factors of human resources manage- ment of LGUs was carried out using a specially constructed closed electronic questionnaire. The questions were divided into groups, and the focus was on the views of the LGU top management on the impor- tance of human resources for the environment, their environmental knowledge and the necessity of improving it among employees and the population, OPPORTUNITIES to improve the environment with new strategic concepts related to human potential, methods and techniques of effective management of human resources in the environment, etc. This type of question was applied in the form of a “Likert-type” scale with five-level answers to each question.
The process of processing the obtained data was carried out using standard procedures and parameters of descriptive statistics and in- ferential statistics. The statistical processing was aimed at checking the set hypotheses based on the statistical significance of the differenc- es in the obtained indicators.
The obtained data were classified and entered into a matrix using Microsoft Excel. Further processing was carried out using the SPSS program package, version 19. To determine the degree of expression of the investigated characteristics and their description, descriptive statistical indicators were used, such as measures of central tendency (arithmetic mean, median, mode) and measures of deviation (stand-
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Research Procedure
ard deviation, skewness and kurtosis), as well as response frequencies. To examine the connection between variables, in further data process- ing, correlation parameters (c coefficient) were derived, which were tested by the standard procedure of applying the χ2 test and its DF significance (with a given threshold of significance, α – most often 0.01 or 0.05).
5.5. Scientific and social justification of research
Human resources and the environment are, by nature, highly inter- connected. This connection obliges them to continuously support and scientifically reflect. This premise opened up space for a deeper under- standing of them on scientific grounds. In this constellation, human resources appear as bearers of scientific validation of all environmen- tal components, their development vision, in the concrete case, within the framework of existence and functioning of local self-government units. The justification for the research of this doctoral dissertation has its broader and narrower scientific meaning. In a broader sense, scientific justification consists in presenting the strategic meanings of human resources management and their impact on environmental protection. In a narrower sense, scientific justification consists in the presentation of in-depth scientific knowledge related to the effect of human resource management on environmental protection and sus- tainable development of local self-government units.
By analyzing the results of the research and verifying the defined hy- potheses, a number of important findings were obtained that will cer- tainly have scientific and social significance, whereby the contributions of this scientific dissertation open up the possibility of practical and concrete application of human resource management in environmental protection in local governments, thereby improving outcomes in this area, both preventively and consequentially. This highlights the social importance of this research, which also contributes to the rationaliza- tion and better organization of human resources and environmental protection, with the aim of sustainable development of local govern- ments and better functioning of the economy and society as a whole.
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RESEARCH RESULTS
6.1. Sample
6.2. Characteristics of research instruments
6.3. Research results of the first group of questions – characteristics
of the organization
Research Results
6.1. Sample
The research was carried out in the Republic of Serbia, in the period from March to June 2015, on a sample of the expected N=145 respond- ents – local self-government units, which was reduced to n=105 re- spondents (the returned number of questionnaires was 108; the num- ber of respondents who answered the questionnaire in a completely appropriate way was 105, the number of invalid questionnaires was
3). The number of 105 respondents, which constitutes 72.41% of the total number of respondents (N=145), is quite sufficient, according to statistical postulates, for processing and making valid conclusions of the research procedure.
6.2. Characteristics of research instruments
Examination of the internal factors of human resource management in local self-government units was carried out using a data collection instrument in the form of a closed electronic questionnaire, divided into groups of questions.
Referring to Vroom’s position that when studying the problems of organizations there are “three types of problems within the framework of psychological studies of formal organizations”,158 thus the necessity of studying the individual in the organization, then their integrated ac- tivities in the organization and the organization itself and its structure, the questions in the questionnaire were conceived by dividing them into three groups.
The first group of questions refers to the characteristics of the or- ganization and consists of 10 questions. This group concerns issues related to:
– business strategy and personnel development in local self-gov- ernment units;
– organizational structure in local self-government units;
– organizational culture in local self-government units;
– action plan and technical-technological system of local self-gov- ernment units.
158 Mihailović D., Ristić S., Management human side, FTN Novi Sad, 2011, p. 36
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
The second group of questions refers to the characteristics of em- ployees and consists of 10 questions.
The third group of questions refers to the characteristics of the ac- tivities and work performed in the local self-government unit and is divided into two subgroups.
The first subgroup includes issues related to: human resource man- agement in environmental protection.
The second subgroup includes issues related to: tasks of addition- al environmental education of employees and awakening of environ- mental awareness of the population.
The questions of the second and third groups were applied in the form of a “Likert-type” scale with five-point answers to each question.
Table 6.1. Presentation of the sample according to the number of inhabitants of the unit of local self-governments/municipalities.
Great municipalities f %
Less than 20,000 inhabitants 47 44.8
From 20,000 to 60,000 inhabitants 36 34.3
From 60,000 to 100,000 inhabitants 7 6.7
From 100,000 to 150,000 inhabitants 10 9.5
More than 150,000 inhabitants 5 4.8
Total 105 100.0
Local self-governments are classified according to five indicators according to the number of inhabitants: a) municipalities with less than 20,000 inhabitants (first indicator); b) municipalities with more than 20,000 and less than 60,000 inhabitants (second indicator); c) municipalities with more than 60,000 and less than 100,000 inhabit- ants (third indicator); g) municipalities with more than 100,000 and less than 150,000 inhabitants (fourth indicator) and d) municipalities with more than 150,000 inhabitants (fifth indicator). The tabular rep- resentation of the sample can be found in table 6.1.
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Research Results
6.3. Research results of the first group of questions – characteristics of the organization
In this part, the distribution of the frequency of answers to the ques- tions related to the characteristics of the organization is first shown, and then, the connection of the examined characteristics of the organ- ization with the size of the local self-government. The χ2 test and the contingency coefficient (C-coefficient) were used to examine the rela- tionship between the size of the local government and various charac- teristics of the organization.
A. Business strategy and personnel development of local self-governments – descriptive indicators and connection with the size of the municipality
Table 6.2. Definition of the personnel strategy of the local self-government
Do you have a clearly
defined HR strategy? f %
Yes 50,5 48,1
No 54,5 51,9
Total 105 100
Within the first group of questions, which refers to the character- istics of the organization, factors that can be influenced are singled out. They are very important in the process of applying the human resource management model in environmental protection because, as a variable category, they provide a chance for development. The most significant such factor is the business strategy, which, in fact, strives to effectively and efficiently direct all potential towards the achievement of the organization’s goals and the individual goals of the employees. Human resources management implies the creation of a specific devel- opment and personnel strategy.
The results shown in Table 6.2 / Figure 6.2 indicate that 52% of local governments do not have a clearly defined personnel strategy, while the remaining 48% consider that they have a satisfactory busi- ness strategy and personnel development. This finding represents an important indicator for further consideration of the causes and fac- tors, as a result of which half of the local self-governments do not have a thoroughly defined personnel strategy.
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
Table 6.3. Response frequencies and χ2 test of municipality size and pres- ence/absence business strategy and personnel development
Population in the Local Community
Less than 20,000 inhabitants From 20,000 to
60,000 inhabitants. From 60 000 to
100 000 inhabitans. From100 000 tо
150 000 inhabitants. More than 150 000 inhabitants.
∑
χ2
df
p
f f f f f ф
%
Business strategy and personnel development
Yes
21
17
3
5
4 50
48,1
2,547
4
0,636
No
26
19
4
4
1
54
51,9
∑f
% 47 36 7 9 5 104
45,2 34,6 6,7 8,7 4,8 100
Using the χ2 test, it was examined whether there is a connection between the existence of a personnel development strategy and the size of the local self-government. Therefore, the null hypothesis that these two variables are independent was tested. The attached table shows that the difference is not statistically significant at any of the thresholds of statistical significance (p < 0.05 and p < 0.01), as a result of which we can draw the conclusion that the business strategy and personnel development of local self-governments does not depend on the size of the local self-government (their connection cannot be deter- mined). Based on the value of the χ2 test p<1%, we reject the alterna- tive hypothesis, which claims that the size of the local self-government is related to the personnel development strategy.
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Research Results
B. Organizational structure of local self-government – descriptive indicators and connection with the size of the municipality
Within the first group of questions, the organizational structure was examined as a variable category. It is operationalized through six indi- cators related to:
– adaptation of the systematization of jobs to the structure of exist- ing personnel;
– the existence of a service for the development of human resources at the level of local self-government;
– periodic compliance of the actual situation and real needs for hu- man resources;
– planned funds for training and improvement of employees in the
field of environmental protection;
– introduction of the service for planning, development and envi- ronmental protection;
– introducing a workplace dedicated to waste management.
In the previous part of the work (first chapter; chapter 1.2) we talked about the importance of strategic planning of human resourc- es management and careful recruitment and selection of internal per- sonnel. The mentioned advantages of internal recruitment should not limit personnel planning by adapting the personnel structure to the existing personnel. This further leads to poorer selection, which re- sults in staff being assigned to jobs where their contribution can be questioned. Taking the answers “yes” and “in most cases” as param- eters for measuring such personnel traps, we see that in 91.08% of local governments, the systematization of jobs is adapted to the exist- ing personnel. This information indicates a possible cause of errors in the management of human resources of local self-governments. The training and development of personnel as the foundation of successful human resource management is largely neglected in local self-govern- ments. About 86.27% of local self-governments in the RS do not have a service dealing with this issue. Educational processes and training of employees are mostly spontaneous.
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
Table 6.4. Response frequencies and χ2 test of local government size and
organizational structure of local government
Size of local self-government by number of inhabitants
Less than 20,000 inhabitants From 20,000 to
60,000 inhabitants. From 60 000 to
100 000 inhabitans. From100 000 tо
150 000 inhabitants. More than 150 000 inhabitants.
∑ ф
χ2
df
p
1. Is the existing system- atization of jobs adapted
to the structure of the existing personnel? Yes 17 17 2 5 2 43
7,955
8
0,438
In most cases 23 16 5 2 3 49
No 7 2 0 0 0 9
2. Is there an established service for the develop- ment of human resourc- es at the local self-gov-
ernment level? Yes 3 5 0 3 3 14
15,245
4
0,004*
No 44 29 7 6 2 88
3. At the level of local self-government, is
periodic compliance of the actual situation and real needs for human
resources carried out?
Yes
14
18
4
6
3
45
7,531
4
0,110
No 33 17 3 3 2 58
4. Are there funds planned in your local self-government for the training and develop- ment of employees in the field of environmen-
tal protection? Yes 5 8 3 1 1 18
10,397
8
0,238
In most cases 18 13 3 6 3 43
No
24
15
1
2
1
43
5. Is there a service for planning, development
and environmental protection at the local
self-government level?
Yes
18
16
7
9
5
55
20,955
4
0,000*
No 29 19 0 1 0 49
6. At the local self-gov- ernment level, according to the existing system-
atization, is there a workplace dedicated to waste management?
Yes
11
17
5
5
5
43
17,206
4
0,002*
No
36
19
2
4
0
61
* Significant at the level of significance 0,01 (p < 0,01)
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Research Results
When it comes to environmental protection, it can be seen that only 17.31% of local governments adequately plan funds for the training and development of employees in the field of environmental protec- tion, while 41.35% do not plan for employee development at all. from this area. Also, it is significant that 56% of local self-governments do not perform a periodic reconciliation of the actual situation and real needs for human resources.
Also, it is significant that 56% of local self-governments do not per- form a periodic reconciliation of the actual situation and real needs for human resources. By presenting the research results related to the subgroup of the organizational structure of the local self-government unit, as a characteristic of the organization, it is clear that there are evident failures when it comes to human resource management and environmental protection.
Further analyzes tested the assumption that the organizational structure of LGUs depends on its size. The χ2 test was used to examine the relationship between these variables. In this way, the contingency tables of these variables were obtained (table 6.4).
The results show that the χ2 test is statistically significant for three of the six features of the organizational structure of local self-govern- ment (p < 0.01): the existence of a service for human resources de- velopment, a service for planning, development and environmental protection, and the existence of a workplace dedicated to waste man- agement. For this reason, for these three characteristics of the organ- izational structure, we reject the null hypothesis according to which there is no connection between them and the size of the LGU.
For the remaining three categories of organizational structure, no association with the size of local self-government was established, the χ2 test is not statistically significant (p>0.05). Due to this claim, fur- ther analyzes were performed to determine the degree of connection between the size of the municipality and the mentioned characteris- tics of the organization for which the χ2 test is statistically significant, where the contingency coefficient (C-coefficient) was used. Table 6.5 shows the values of χ2 and the contingency coefficient.
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
Table 6.5. χ2 and the contingency coefficient of the size of the local govern- ment and the organizational structure of the local government
χ2 df p C
Human Resources Development Service 15,245 4 0,004 0,36
Service for Planning, Development and Environmental Protection 20,955 4 0,000 0,41
Workplace intended for waste management 17,206 4 0,002 0,37
As is known, the contingency coefficient “moves” in the range from 0 to 1 (the closer the value of the coefficient is to 1, the greater the asso- ciation of the variables). Since the values of the obtained contingency coefficients for which statistical significance was determined are in the range from 0.36 to 0.41, it can be concluded that the connection they refer to is moderate.
For a better understanding of the interrelationship of the local size self-governance and those characteristics of the organization for which the χ2 test was statistically significant, it is useful to look at the follow- ing picture, which results from the performed analyses.
We see that the absence of a service for human resources develop- ment is more pronounced the smaller the local self-governments. At the same time, it is necessary to bear in mind that in a total of 73% of local self-governments in the category of up to 60,000 inhabitants, there is no service for the development of human resources. It is a very interesting fact that no local self-government with a population of 60,000 to 100,000 has a service for human resources development. In local self-governments with over 150,000 inhabitants, there is a high- er percentage of those that have an established service for the develop- ment of human resources.
It can be seen that in local self-governments with a population of 60,000 or less, a higher percentage does not have an established ser- vice that deals with planning, development and environmental pro- tection. It is significant that all local governments with over 150,000 inhabitants have this service. Analysis of the obtained results shows a tendency that with the increase in the size of the local self-govern- ment, the need for the introduction of a waste management position also increases. The connection between these variables could be con- ditioned by the increase in the amount of generated waste due to the
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Research Results
increase in the number of inhabitants, which conditions a greater need for its organized disposal.
V. Organizational culture of local self-government
Descriptive statistical indicators of this investigated variable on the entire sample are presented in Table 6.6.
Table 6.6. The position of the top management of local self-governments on the development of a culture of environmental protection among em- ployees in the local self-government unit
Is there a culture of environ- mental protection among employees at the level of the local self-government unit? f %
Yes 60 57,1
No 42 40,0
Missing 3 2,9
Total 105 100
The results of the attitude of top management on the existence of a culture of environmental protection in local self-government units show that in 41.18% of local self-governments it does not exist, which represents a significant problem in the orientation of these local self-government units towards sustainable development. This fact jus- tifies the need for introducing additional environmental education and strengthening the environmental awareness of employees and citizens of local governments, as a necessary condition for sustainable devel- opment.
The relationship between the size of local self-government and the built culture of environmental protection was examined using the χ2 test (table 6.7). The obtained values are not statistically significant, for the level of significance (p < 0.05), so their connection cannot be claimed. Based on that, the null hypothesis is accepted, according to which these two variables are independent.
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
Table 6.7. The relationship between the size of local self-government and the culture of environmental protection
LOCAL GOVERNMENT UNIT SIZE
Less than 20,000 inhabitants. From 20,000 to 60,000
inhabitants. From 60,000 to 100,000
inhabitants. From 100,000 to 150,000
inhabitants. More than 150,000
inhabitants.150 000 становн.
∑
χ2
df
p
f
f
f
f
f f
%
Existence of environmen- tal protection culture Yes 25 18 5 7 5 60
6,395
4
0,17
No 22 16 2 2 0 42
∑f 47 34 7 9 5 102
G. Action plan and technical-technological system of local self-government in environmental protection – descriptive indica- tors of this investigated category are presented in table 6.8.
Table 6.8. The existence of an action plan in local governments
Has your local self-government prepared a Local Environmental Action Plan – LEAP? Ф %
Yes 43 41,0
No 62 59,0
Total 105 100
The presented results point to the fact that more than half of local self-government units, i.e. 59%, do not have an Environmental Protec- tion Action Plan. This is another of the presented characteristics of the organization, which indicates that the importance and improvement
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Research Results
of environmental protection in local self-governments must be under-
stood in a different way.
Table 6.9. The relationship between the size of the local self-government and its existence Local environmental action plan – LEAP
SIZE OF LOCAL GOVERN- MENT
Less than 20,000 inhabitants From 20,000 to
60,000 inhabitants From 60,000 to
100,000 inhabitants From 100,000 to
150,000 inhabitants More than 150,000 inhabitants.
∑
χ2
df
p
ф ф ф ф ф ф
Existence of a local environmental action plan
Yes
14
13
3
9
4
43
15,883
4
0,003*
NO
33
23
4
1
1
62
∑ f 47 36 7 10 5 105
* at the level of significance 0,01 (p < 0,01)
The dependence of the existence of the action plan on the size of the local self-government was examined and verified using the χ2 test. As can be seen from table 6.9, the obtained value of χ2 is at the sig- nificance level of 0.01 (p < 0.01), so it can be concluded that the con- nection between the variables has been established, that is, the null hypothesis that these two variables are independent is rejected. What is the degree that connection, the contingency coefficient tells us. It is
0.36 and indicates that the connection between the existence of an ac- tion plan and the size of the local self-government is moderate. Based
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
on the display (Figure 6.14), it can be seen that with the increase in the size of the local self-government, the percentage of the adopted envi- ronmental protection action plan also increases.
6.1.4. Research results of the second and third group of questions –
employee characteristics and job characteristics
As stated in chapter 6.1.2, this questionnaire was created accord- ing to the five-point Likert scale system and serves as an instrument for measuring the views of the top management of local governments on the characteristics of employees and the characteristics of work re- lated to environmental protection and human resource management. As the questionnaire consists of three subscales, descriptive statistical indicators at the level of the entire scales, as well as their reliability and mutual correlation, are presented first. And then each scale was presented and analyzed separately.
Table 6.10. Descriptive statistics for scales Characteristics of employees and Characteristics of work
N=105 AS SD Med. Mod Opseg Min. Maks.
Characteristics of employees 3,71 0,572 3,7 4 2,70 2,2 4,9
Job characteristics A (human resource management jobs
in environmental protection)
4,01
0,463
4
3,80
2,40
2,6
5
Job characteristics B (jobs of additional environmental education of employees
and awakening of environmental awareness
of the population)
4,39
0,423
4,4
4,30
2,10
2,9
5
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Research Results
Even at the level of descriptive statistics (table 6.10), the following tendency is evident: the heads of local self-governments mostly agree with the statements related to the desirability of additional environ- mental education of employees and the awakening of environmental awareness of the population, moderately agree with the statements related to the management of human resources in environmental pro- tection, and they express the least agreement on the scale related to the characteristics of employees.
Table 6.11. Reliability coefficient and scale correlation coefficients (Cronbach’s alpha coefficient and Pearson’s linear correlation coefficient)
α r
0,867 1 2 3
1. Characteristics of employees 0,722 1 ,562** ,402**
2. Job characteristics A 0,756 – 1 ,593**
3. Job characteristics B 0,793 – – 1
N=105, p < 0.01**
The reliability of the entire questionnaire is high (Cronbach’s alpha coefficient is 0.867). As can be seen from Table 6.11, the consistency of responses to items within separate scales is somewhat lower, but Cronbach’s alpha also has values between 0.722 and 0.793, which are considered satisfactory reliability coefficients. All correlation coeffi- cients are statistically significant at the 0.01 level, and the obtained correlations are moderately positive. As expected, the scales related to the characteristics of the job correlate the most with each other, while managers’ assessments related to the characteristics of employ- ees correlate more with the management of human resources in envi- ronmental protection, than with additional environmental education of employees and the awakening of environmental awareness of the population.
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
Table 6.12. Descriptive indicators of the scale Characteristics
of employees – display by individual items
Frequencies and percentages of frequency
Degree of agreement/ disagreement Arithmetic average Median Range Min/Max Standard deviation
STATEMENTS 1 2 3 4 5 ∑
ф
%
1. Employees in local self-government do not have sufficient knowledge in the field of environmental protection. 10 24 24 40 7 105
3,1
3
4
1–5
1,123
9,5
22,9
22,9
38,1
6,7
100
2. Knowledge about environmental protection of employees in local
self-government should be improved through additional education. 0 0 2 39 64 105
4,59
5
2
3–5
0,532
0
0
1,9
37,1
61
100
3. Employees in local self-government would like to improve their knowledge about environmental protection. 0 2 24 27 52 105
4,23
4
3
2–5
0,869
0
1,9
22,9
25,7
49,5
100
4. Employees in local self-government would improve
their knowledge of environmental
protection through additional education, if they were paid extra for it. 11 13 18 29 34 105
3,59
4
4
1–5
1,335
10,5
12,4
17,1
27,6
32,4
100
5. Employees in local self-government
are not sufficiently motivated to improve the environment. 12 22 17 35 19 105
3,26
4
4
1–5
1,294
11,4
21
16,2
33,3
18,1
100
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Research Results
Table 6.12. Descriptive indicators of the scale Characteristics
of employees – shown by individual items
Frequencies and frequency
percentages
Degree of agreement/ disagreement Arithmetic average Median Range Min/Max Standard deviation
STATEMENTS 1 2 3 4 5 ∑
ф
%
6. The cooperation of employees in the municipality and the population regarding
environmental protection is
not satisfactory. 8 32 13 41 11 105
3,14
3
4
1–5
1,188
7,6
30,5
12,4
39
10,5
100
7. Transferring the knowledge of employees in the field of environmental protection to the population would be valuable. 1 1 6 35 62 105
4,49
5
4
1–5
0,735
1 1 5,7 33,3 59,0 100
8. Transferring the knowledge of employees in the field of environmental protection to the population should help the local self- government to improve
its performance in
environmental protection. 0 1 5 39 60 105
4,50
5
3
2–5
0,637
0
0,9
4,8
37,1
57,1
100
9. The previous results of environmental protection are not satisfactory due to the lack of professional personnel in the field of ecology. 20 31 16 26 12 105
2,8
3
4
1–5
1,319
19
29,5
15,2
24,8
11,4
100
10. The previous results of environmental protection are not satisfactory due
to the lack of professional
development.
7
22
19
30
27
105
3,46
4
4
1–5
1,264
From the attached table 6.12, we can conclude that the top man- agement of the majority of local self-governments dominantly ex- presses the opinion that the knowledge of environmental protection
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
of employees in local self-government should be improved through additional education (98.1% of respondents agree). At the same time, 75.2% of the management of local self-governments think that there is a good will among employees to improve environmental knowledge, while only 2% disagree with this statement. It is interesting that top managers believe that the willingness of employees to improve their knowledge does not depend so much on monetary compensation: the frequency of agreement on this issue (statement no. 4) is lower com- pared to the previous item (60%), while the degree of disagreement is noticeably higher (23%).
Regarding the motivation of employees to improve environmental protection, the opinion of 52.4% of LGU managers is that employees are not sufficiently motivated to improve environmental protection, while 32.4% believe that employees are sufficiently motivated in this regard. Also, there is a wide divergence of views on the issue of lo- cal self-government cooperation with the population, although a sig- nificant percentage of respondents, 49.5% of them, are not satisfied with the cooperation so far. Respondents’ views on the relationship between the unsatisfactory state of the environment and the lack of professional staff also vary. As many as 38.5% of respondents do not share the opinion that the current state of the environment is a conse- quence of a lack of professional staff, while 36.2% of them believe that it is a consequence of insufficient professional staff. On the issue of the importance of transferring the knowledge of employees about envi- ronmental protection to the population, the managers of LGUs almost unanimously agree – 92.3% of the management of local self-govern- ments think that it would be valuable and significant. Respondents are also very unanimous in their opinion that transferring the knowledge of employees in the field of environmental protection to the population can help the local self-government to improve its performance in envi- ronmental protection (94.2%).
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Research Results
Table 6.13. Intercorrelations of the items of the Employee characteristics scale
1 2 3 4 5 6 7 8 9 10
1. Employees in local self-government do not have sufficient knowl- edge in the field of en- vironmental protection. 1
.420** -.279** .373** .274** .401** .072 .067 .468** .423**
2. Knowledge about envi- ronmental protection of employees in local self-gov- ernment should be im- proved through additional education.
1 .059 .330** .169 .200* .317** .219* .294** .210*
3. Employees in local self-govern- ment would like to improve their knowledge about environmental protection. 1 -.283** -.250* -.097 .050 .067 -.128 -.131
4. Employees in local self-government would improve their knowledge of envi- ronmental protection through additional education, if they were paid extra for it. 1 .557** .364** .097 .031 .357** .283**
5. Employees in local self-government are not sufficiently motivated to improve the environ- ment. 1 .514** .009 -.089 .188 .257**
6. The cooperation of employees in the municipality and the population regarding environmental pro- tection is not satisfactory. 1 .096 -.007 .448** .366**
7. Transferring the knowledge of employees in the field of environmental protection to the population would be valuable. 1 .764** .181 .173
8. Transferring the knowledge of employees in the field of environmental protection to the population should help the local self-government to improve its performance in environ- mental protection. 1 .178 .152
9. The previous results of environmental protection are not sat- isfactory due to the lack of professional personnel in the field of ecology. 1 .673**
10. The previous results of environmental protection are not satisfac- tory due to the lack of professional development. 1
N=105, p<0,01 **, p < 0,05 *
A correlation analysis of the items within the Employee Character- istics scale was also performed. Table 6.13 shows all correlation coeffi- cients that are statistically significant at the 0.05 and 0.01 significance
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
levels. High positive correlations are observed between the variables related to the desirability of transferring knowledge of employees in the field of environmental protection (r = 0.764) and those related to unsatisfactory effects in this protection due to insufficient professional staff and training of employees (r = 0.673).
Job characteristics – the third group of questions
The job characteristics related to human resource management in environmental protection were analyzed separately (for the sake of transparency, we named this category Job Characteristics A) and those job specifics related to additional environmental education of employees and the awakening of environmental awareness of the pop- ulation (Job Characteristics B).
Table 6.14. Descriptive scale indicators Job characteristics A
Frequencies and percentages
of frequency
Degree of agreement/
disagreement Arithmetic average Median Range Min/Max Standard deviation
STATEMENTS 1 2 3 4 5 ∑
ф
%
11. The legal regulations
have well regulated the issues of human resource management in environ- mental protection. 12 24 50 13 6 105
2,78
3
4
1–5
1,000
11,4 22,8 47,6 12,4 5,7 100
12. It is necessary to im-
prove the management of human resources in our local self-government. 1 5 7 60 32 105
4,11
4
4
1–5
0,800
0,95 4,8 6,7 57,1 30,5 100
13. It is necessary to improve environmental protection in our local self-government. 0 0 2 40 63 105
4,58
5
2
3–5
–0,533
0 0 1,9 38,1 60 100
14. The management of
human resources in en- vironmental protection represents a significant opportunity to improve the environment. 1 1 10 51 42 105
4,26
4
4
1–5
0,747
0,9
0,9
9,5
48,6
40
100
15. Управљање људским
ресурсима у заштити животне средине допринело би одрживом развоју општине. 0 2 14 49 40 105
4,21
4
2
3–5
0,743
0 1,9 13,3 46,7 38,1 100
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Research Results
Table 6.14. Descriptive scale indicators Job characteristics A
Frequencies and percentages of frequency
Degree of agreement/ disagreement Arithmetic average Median Range Min/Max Standard deviation
STATEMENTS 1 2 3 4 5 ∑
ф
%
16. Human resource manage- ment in environmental pro- tection would contribute to more effective environmental protection. 0 2 16 44 43 105
4,22
4
3
2–5
0,772
0 1.9 15,2 41,9 40,9 100
17. Our local self-government would like to include human resource management in en- vironmental protection in the Local Environmental Action Plan – LEAP.
0
1
32
38
34
105
4,00
4
3
2–5
0,820
0
0,9
30,5
36,2
32,4
100
18. Our local self-government should, within LEAP, plan
to raise expertise in creating local environmental protec- tion policy. 0 2 12 47 44 105
4,26
4
3
2–5
0,737
0 1,9 11,4 44,8 41,9 100
19. Our local self-government is ready to accept changes in the management of human resources in order to improve environmental protection.
2
1
42
37
23
105
3,74
4
4
1–5
0,877
1,9
1,0
40
35,2
21,9
100
20. Our local self-government does not have enough finan- cial resources to implement and improve the management of human resources in envi- ronmental protection. 37 31 25 8 4 105
3,85
4
4
1–5
1,108
35,2
29,5
23,8
7,6
3,8
100
When we look at the positions of the leadership of local govern- ments on human resource management in environmental protection, we start from those factors that should represent the framework, that is, those that are binding and that thereby condition or affect the influ- ence of other factors. Such are the legislative factors. Only 18.1% of the respondents believe that there is a good legal regulation regarding the management of human resources in environmental protection, while 34% of them do not agree with it. The arithmetic mean is by far the
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
lowest on this variable. Another surprising data refers to the finding that only 11.4% of management believes that the problem of improving human resource management in environmental protection is a conse- quence of a lack of financial support. This supports the hypothesis that additional environmental education and motivation can significantly contribute to the protection of the environment and its sustainable de- velopment.
Table 6.15. Intercorrelations of the scale items Job characteristics A
The average mean values of the answers in the greater part of this scale are above 4, indicating a high degree of agreement of the re- spondents with the statements. 87.6% of them believe that it is nec- essary to improve the management of human resources in their lo- cal self-government units. Almost all respondents believe that it is necessary to improve environmental protection (98.1%), with 88.6% of them believing that it is possible to do so by improving human re- sources management. Also, there is a high percentage of local self-gov- ernment unit leaders (84.8%), who estimate that the management of human resources in environmental protection would contribute to the sustainable development of the municipality.
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Research Results
Table 6.16. Descriptive indicators of the scale Job characteristics B
Frequencies and percentages of frequency
Degree of agreement/ disagreement Arithmetic average Median Range Min/Max Standard deviation
Statements 1 2 3 4 5 ∑
ф
%
21. The current knowledge of the pop- ulation about the problems, impor- tance and methods of environmental protection is not sufficient to preserve and improve the environment. 0 6 9 52 38 105
4,16
4
3
2–5
0,810
0 5,7 8,6 49,5 36,1 100
22. The development of environmen- tal awareness of the population would contribute to raising the efficiency
of the management and protection system
environment. 0 0 2 33 70 105
4,65
5
2
3–5
0,518
0
0
1,90
31,4
66,6
100
23. Our local self-government would be happy to support and organize additional education for employees on environmental protection. 1 0 36 38 30 105
3,91
4
4
1–5
0,844
1 0 34,3 36,2 28,5 100
24. Our local self-government would be happy to support and organize additional education for employees on environmental protection, if that education were free of charge. 0 0 16 29 60 105
4,42
5
2
3–5
0,744
0
0
15,2
27,6
57,1
100
25. Permanent information and train- ing of the population on environmen- tal protection would help in solving environmental protection problems. 0 0 9 50 46 105
4,35
4
2
3–5
0,64
0 0 8,6 47,6 43,8 100
26. Permanent information and train- ing of the population on environmen- tal protection would help in solving the problem of excessive amount of waste and its inadequate disposal. 0 2 9 40 54 105
4,39
5
3
2–5
0,727
0 1,9 8,6 38,1 51,4 100
27. It is impossible to implement the strategy of environmental protection as sustainable development without education and the active involvement of human resources in the process. 0 2 0 31 72 105
4,65
5
3
2–5
0,588
0
1,9
0
29,5
68,6
100
– 207 –
HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
Frequencies and percentages of frequency
Degree of agreement/ disagreement Arithmetic average Median Range Min/Max Standard deviation
Statements 1 2 3 4 5 ∑
ф
%
28. The practical involvement of
preschool and school-age children in environmental protection actions would be a wise move to strengthen their awareness of the importance of environmental protection. 0 1 2 14 88 105
4,8
5
3
2–5
0,508
0
0,9
1,9
13,3
83,8
100
29. Additional education of children of preschool and school age at the mu- nicipal level would contribute to the sustainable development of the local
self-government unit. 0 0 7 23 75 105
4,65
5
2
3–5
0,604
0 0 6,6 21,9 71,4 100
30. Within our current way of working, education of the population about environmental protection is not carried out to a sufficient extent. 3 9 11 48 34 105
3,96
4
4
1–5
1,018
2,8 8,6 10,5 45,7 32,4 100
Observing the average mean values of the answers on the scale re- lated to the tasks of additional environmental education of employ- ees and awakening the ecological awareness of the population, very high arithmetic means are observed (table 6.16). The highest degree of agreement (AS > 4, 50) was expressed by the respondents on the following variables: as many as 98% of them believe that the devel- opment of environmental awareness of the population would contrib- ute to increasing the efficiency of the management and environmental protection system, while 91.4% of local self-government leaders be- lieve that permanent information would and training of the popula- tion on environmental protection helped to solve the problem of en- vironmental protection. Almost all respondents believe (98.1%) that it is impossible to implement the environmental protection strategy as sustainable development without education and the active involve- ment of human resources in the process. The opinion of 93.3% of local self-government leaders is that additional education of preschool and school-age children at the municipal level would contribute to the sus- tainable development of the local self-government unit.
Therefore, the data indicate extremely positive attitudes towards environmental protection and the need to raise environmental aware-
– 208 –
Research Results
ness. Despite this, 78.1% of LGU managers believe that the current way of working, education of the population about environmental pro- tection is not carried out to a sufficient extent. This finding opens up space for practical recommendations (shown in the model and the at- tached case study) that could change the current state of affairs.
Table 6.17. Intercorrelations of the items of the Job Characteristics B scale
Correlation analysis of the items within the Job Characteristics B scale shows that there are positive and statistically significant correlations be- tween the majority (table 6.17). The most pronounced correlations are observed between variables related to the usefulness of informing and training the population about environmental protection in solving envi- ronmental protection problems (r = 0.657), as well as the willingness of local self-government to support and organize additional education of employees about environmental protection (r = 0.532).
The direct outcome of the results and their influence on the hypoth- eses of the doctoral dissertation can be expressed as values that gener- ate general knowledge of the relational context: human resource man- agement – environmental protection (we will mark them with A), and
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
outcomes designed as values that generate special knowledge of the relational context: human resource management – environmental pro- tection (we will mark them with B). Common to the aforementioned groups of outcomes A and B is their complementarity, that is, the di- chotomy of their identical values.
Also, the overall effect of the selected items helps in drawing conclu- sions about certain relationships of important variables. The statistical criterion applied to assess the significance of these selected items is p
< 0.05.
A. Outcomes designed as values that generate general knowl- edge of the relational context: human resource management – en- vironmental protection of local self-government
From the presented results, one can see a significant percentage of the attitude of local governments that are aware of the omissions and shortcomings in the existing human resources management system, confirming this with their need to improve this management function. Taking into account that the answers “mostly agree” and “completely agree” are affirmative items, 87.62% of the respondents express their willingness to improve human resources management in their local self-government.
We will link the second outcome to the need to raise the environ- mental protection system to a higher level in local self-government units. From the presented results, one can see a significant percent- age of the attitude of the top management of local self-governments who are aware of omissions and shortcomings in the existing envi- ronmental protection system, confirming this with their need to raise the protective measures of their natural and working environment to a higher level. Taking into account that the answers “mostly agree” and “completely agree” are affirmative items, even 98.10% of respondents express their willingness to improve the environmental protection sys- tem in their local self-government.
We will link the third outcome to the need to demonstrate the read- iness and ability of local self-government to accept changes in human resource management in order to improve environmental protection.
From the display, one can see a slightly longer structure of the answer compared to the previous results. Namely, in addition to a very pro- nounced awareness of the need to introduce changes in human resource management, the number of local self-governments that consider them-
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Research Results
selves ready and able to accept changes in human resource management in order to improve the environment is smaller. In the total percentage, it is more than half of the respondents, more precisely, 57.14%. The per- centage of respondents who are not sure about the readiness of their local self-government for such changes was expressed in the amount of 40%. This directly confirms the importance of improving the awareness of employees and citizens about the OPPORTUNITIES of managing hu- man resources in environmental protection.
Table 6.18. Descriptive statistical indicators of selected items of special importance for the set hypotheses
Arithmetic mean Median Mod Standard deviation Skjunis Kurtosis Range Min Max
12. It is necessary to improve the man- agement of human resources in our local self-government.
4,11
4,00
4
0,800
-1,234
2,486
4
1
5
14. The management of human re- sources in environmental protection represents a significant opportunity to improve the environment.
4,26
4,00
4
0,747
-1,165
2,681
4
1
5
22. The development of ecological awareness of the population would contribute to raising the efficiency of the management and environmental protection system.
4,65
5,00
5
0,519
-1,044
-,042
2
3
5
25. Permanent information and train- ing of the population on environmental protection would help in solving envi- ronmental protection problems.
4,35
4,00
4
0,635
-0,457
-,650
2
3
5
27. It is impossible to implement the strategy of environmental protection as sustainable development without
education and the active involvement of human resources in the process.
4,65
5,00
5
0,588
-2,043
5,843
3
2
5
29. Additional education of children of preschool and school age at the mu- nicipal level would contribute to the sustainable development of the local self-government unit.
4,65
5,00
5
0,604
-1,523
1,253
2
3
5
We will link the fourth outcome to the need to perceive the impor- tance of human resource management for the sustainable develop-
– 211 –
HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
ment of local self-government. The presented results support the basic hypothesis that the organization and competence of human resources engaged in managing the protection of the environment and working environment in local self-governments affects (is a correlate) the level of quality and development of the environment in their local commu- nities. As many as 84.77% of respondents express the view that human resource management in environmental protection is a correlate of sustainable development in their local communities.
B. Outcomes designed as values that generate specific knowl- edge of the relational context: human resource management – en- vironmental protection of local self-government
In order to present the most important items of the research pro- cess for the following hypothesis verification procedure (Concluding Considerations), first, their descriptive statistical indicators are pre- sented, and then, their connection with certain characteristics of local self-governments.
In the analysis of descriptive statistics, special attention was paid to measures of deviation of the obtained distribution from the nor- mal distribution (skewness and kurtosis). As can be seen from Table 6.18, for the four statements the distribution is more or less leptokur- tic. This is best seen in the display of the combined graph with histo- grams (Figure 6.19). Skewness values indicate that the distribution of responses is not symmetrical for any of the derived items. All skewness values are negative, which indicates that the distribution is negatively skewed (“to the left”), that is, the answers are grouped around higher values that express strong agreement with the given statements.
A very important claim for the verification of the basic hypotheses in this work is presented through paragraph 14, that is, the claim that the management of human resources in environmental protection rep- resents a significant opportunity to improve the environment. The dis- tribution of scores for this scale is asymmetric to the left (the skewness is -1.165), so we can conclude that the respondents rated this state- ment significantly positively, which speaks in favor of the direct con- firmation of the basic hypothesis. Considering that for claim number 12, that is, the claim that it is necessary to improve the management of human resources in local self-government, the skewness is negative, the distribution of answers is negatively curved, that is. a significant number of respondents agree with this statement.
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Research Results
The importance of items (22, 25, 27 and 29) for the verification of the special hypotheses of this dissertation imposes the need for a more thorough presentation of the most significant asymmetries. In fact, by interpreting the results of attitudes that significantly affect the verifica- tion of specific hypotheses, it can be concluded that top managers had an emphatically positive attitude towards these claims. The extreme- ly large negative value of the skewness in the degree of agreement/ disagreement with the statement that it is impossible to implement the environmental protection strategy as a sustainable development without education and the active involvement of human resources in the process, leads to the conclusion that the respondents significantly positively agree with this statement.
Also, if we look at the kurtosis, we see that its value is far greater than zero, which indicates that the score distribution curve for this subscale has elongated sides, that is, it is leptokurtic. Combined graph with histograms to show the distribution of responses and attitudes of top management to selected statements of particular importance for the set hypotheses. The scale of item 25, that is, claims that permanent information and training of the population about environmental pro- tection help to solve environmental protection problems, has a neg- ative kurtosis value, which indicates that the curve is flattened (pla- tokurtic). The view that additional education of preschool and school- age children at the municipal level would contribute to the sustainable development of the local self-government unit, viewed through the skewness of -1.523, means that the top managers of local self-govern- ments rated this statement emphatically positively. The kurtosis is positive, so we can conclude that the score distribution is leptokurtic.
The distribution of responses for item 22, i.e. the claim that the de- velopment of environmental awareness of the population would con- tribute to increasing the efficiency of the environmental management and protection system, is the only one that almost does not deviate from the height of the normal curve (kurtosis is close to zero).
* * *
In addition to the descriptive indicators of the distribution of re- sponses to selected items of importance, it is also important to deter- mine their connection with certain characteristics of the organization, such as:
a. size of the municipality (table 6.19 and 6.20);
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
b. existence/non-existence of an established service for the de- velopment of human resources (table 6.22 and 6.23);
c. existence/absence of planned funds for training and improve- ment of employees in the field of environmental protection (table 6.24 and 6.25).
The existence of connections between the mentioned variables was examined by means of the χ2 test, and for those values for which χ2 is statistically significant, the degree of connection was also determined through the contingency coefficients.
Table 6.19. Response frequencies and χ2 test of selected items of importance for the given scientific research
Size of local self-government by
number of inhabitants
Less than 20,000 inhab-
itants From 20,000
to 60,000
inhabitants From 60,000
to 100,000
inhabitants From 100,000
to 150,000
inhabitants More than 150,000 in-
habitants.
∑f
χ2
df
p
12.It is necessary to improve the management of human resources in our local self- government . I totally disagree. / 1 / / / 1
11,182
16
0,798
I mostly disagree. 1 3 / / 1 5
I’m not sure. 3 3 / 1 / 7
I mostly
agree. 25 20 6 6 3 60
I totally agree.
18
9
1
3
1
32
13.It is difficult to improve environmental protection in our local self-government . I totally disagree. / / / / / 0
8,828
8
0,357
I mostly
disagree. / / / / / 0
I’m not sure. 0 1 1 0 0 2
I mostly
agree. 17 14 3 5 1 40
I totally agree.
30
21
3
5
4
63
– 214 –
Research Results
Size of local self-government by
number of inhabitants
Less than 20,000 inhab-
itants From 20,000
to 60,000
inhabitants From 60,000
to 100,000
inhabitants From 100,000
to 150,000
inhabitants More than 150,000 in-
habitants.
∑f
χ2
df
p
15. Human resource management in environmental protection would contribute to the sustainable development of our local self-government. I totally disagree.
/
/
/
/
/
/
12,121
12
0,436
I mostly disagree.
/
/
/
/
/
0
I’m not sure. / 2 / / / 2
I mostly agree. 5 8 / 1 / 14
I totally agree.
21
15
4
7
2
49
19. Our local self-government is ready to accept order to improve the protection of the environment. I totally disagree. 1 1 / / / 2
28,892
16
0,025*
I mostly disagree. / / / / 1 1
I’m not sure. 16 20 1 4 1 42
I mostly agree. 20 8 4 3 2 37
I totally agree.
10
7
2
3
1
23
– 215 –
HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
Table 6.20. Response frequencies and χ2 test of selected items of importance for the given scientific research
Size of local
self-government by number of inhabitants Size of local self-government by number of inhabitants
Less than 20,000 inhabitants Less than 20,000 inhabitants Less than 20,000 inhabitants Less than 20,000 inhabitants Less than 20,000 inhabitants
∑f
χ2
df
p
25. Permanent information and training of the population on environmental protection would help in solving environmental protection problems. I totally disagree. / / / / / 0
18,771
8
0,016*
I mostly disagree. 3 6 / / / 9
I’m not sure. 23 22 2 2 1 50
I mostly agree. 21 8 5 8 4 46
I totally agree. / / / / / 0
27. It is impossible to implement the strategy of environmental protection as sustainable development without education and the
active involvement of human resources in the process. I totally disagree. / / / / / 0
10,499
8
0,232
I mostly disagree. / 2 / / / 2
I’m not sure. / / / / / 0
I mostly agree. 11 12 4 4 0 31
I totally agree. 36 22 3 6 5 72
29. Additional education of children of preschool and school age at the municipal level would contribute to the sustainable development of the local self-government unit. I totally disagree. / / / / / 0
8,265
8
0,408
I mostly disagree. / / / / / 0
I’m not sure. 3 4 0 0 0 7
I mostly agree. 9 10 3 1 0 23
I totally agree. 35 22 4 9 5 75
* at the level of significance 0,05 (p < 0,05*)
– 216 –
Research Results
As can be seen from table 6.19/20, the χ2 test is statistically signifi- cant at the significance level of 0.05 (p < 0.05) for the association of the size of the municipality with attitudes towards only two characteristics of the job: a) willingness of the local self-government to accept chang- es in human resource management and b) the usefulness of constant information and training of the population about environmental pro- tection in solving environmental protection problems. To determine the degree of connection between the size of the municipality and the two selected items for which the χ2 test is statistically significant, the contingency coefficient (C-coefficient) was used, the values of which indicate a moderate connection between these variables.
Table 6.21. Statistically significant χ2 test and contingency coefficient
of the size of local government and job characteristics (human resource management in environmental protection)
χ2 df p C
Our local self-government is ready to accept changes in the management of human resources in order to improve environmental protection.
28,892
16
0,025*
0,46
Permanent information and training of the popu- lation on environmental protection would help in solving environmental protection problems.
18,771
8
0,016*
0,39
p < 0,05 *
The presentation of established connections enables a better un- derstanding of the interdependence of these variables. The connection between the size of the local self-government and the readiness to ac- cept changes in human resource management in order to improve the environment
The analysis shown in Figure 6.20 indicates that the greater readi- ness of smaller local governments towards changes in human resource management is significantly reflected in the increase in the level of environmental protection. This result points to the need for further research and eventual confirmation of the hypothesis that the cause of less willingness to change in local self-governments with more than 150,000 inhabitants is precisely in their size.
The output setting of the display indicates that with the growth in the size of the local self-government, the management’s conviction in the importance of permanent environmental information and training and its impact on solving environmental protection problems also grows.
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
Table 6.22. Response frequencies and χ2 test of selected items of particular importance for the given scientific research (covering questions numbered: 12; 13; 15 and 19)
and human resource development services.
Is there an established service for the devel- opment of human resources at the level of the local self-government unit?
f Да f Не ∑f χ2 df p
12. It is necessary to improve the management of human resources in our local self- government. I totally disagree. 1 / 1
14,517
4
0,006
I mostly disagree. 1 4 5
I’m not sure. / 5 5
I mostly agree. 12 47 59
I totally agree. 0 32 32
13. It is necessary to improve environmental protection in
our local self- government. I totally disagree. / / 0
0,901
2
0,637
I mostly disagree. / / 0
I’m not sure. / 1 1
I mostly agree. 7 33 40
I totally agree. 7 54 61
15. Human resource management in environmental protection would contribute to
the sustainable development of our local self- government. I totally disagree. / / 0
4,831
3
0,185
I mostly disagree. / 2 2
I’m not sure. / 13 13
I mostly agree. 10 38 48
I totally agree. 4 35 39
19. Our local self- government is ready to accept changes
in the management of human resources in order to improve environmental protection. I totally disagree. / 2 2
6,969
4
0,137
I mostly disagree. 1 / 1
I’m not sure. 6 33 39
I mostly agree. 4 33 37
I totally agree. 3 20 23
25. Permanent information and training of the population on environmental protection would help in solving environmental protection problems. I totally disagree. / / 0
0,480
2
0,786
I mostly disagree. / / 0
I’m not sure. 1 6 7
I mostly agree. 8 42 50
I totally agree. 5 40 45
– 218 –
Research Results
Table 6.23. Response frequencies and χ2 test of selected items of importance for the given scientific research (covering questions numbered: 27 and 29) and human resource development services.
Is there an established service for the development of human resources at the level
of the local self-government unit?
f Да f Не ∑f χ2 df p
27. It is impossible I totally disagree. / / 0
to implement the
I mostly disagree. / 1 1
strategy of envi-
ronmental protec-
I’m not sure. / / 0
tion as sustainable
development without 1,518 2 0,468
I mostly agree. 6 24 30
education and the
active involvement of
human resources in
I totally agree. 8 63 71
the process.
29. Additional edu- I totally disagree. / / 0
cation of children of
I mostly disagree. / / 0
preschool and school
age at the municipal
I’m not sure. 0 5 5
level would contrib- 2,195 2 0,334
ute to the sustainable
I mostly agree. 5 18 23
development of the
local self-government
I totally agree. 9 65 74
unit.
– 219 –
HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
Table 6.24. Frequencies of responses and χ2 test of selected items of importance (covering questions numbered: 12 and 13)
and planned funds for training and improvement of employees
in the field of environmental protection
Are there funds planned in your local self-government for the training and development of employees
in the field of environmental protection?
Yes Not
enought No ∑ χ2 df p
12. It is necessary I totally disagree. 1 0 0 1
32,669
7
0,000
I mostly disagree. 5 0 0 5
to improve the
management of
I’m not sure. 1 1 4 6
human resources
I mostly agree. 8 27 25 60
in our local self-
government.
I totally agree. 3 15 14 32
I totally disagree. / / / 0
5,461
4
0,243
13. It is necessary I mostly disagree. / / / 0
to improve
I’m not sure. 1 0 1 2
environmental
protection in our local
I mostly agree. 10 16 14 40
self-government.
I totally agree. 7 27 28 62
– 220 –
Research Results
Table 6.25. Response frequencies and χ2 test of selected items
of importance (covering questions numbered: 15; 19; 25; 27 and 29) and planned resources for training and improvement of employees in the field of environmental protection
– 221 –
HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
As can be seen from Tables 6.22/23/24/25, the existence of the hu- man resources development service and the planning of resources for training and improvement of employees in the field of environmental protection are statistically significantly associated only with the atti- tude that it is necessary to improve human resources management in the given local self-government (both χ2 tests are significant at the sig- nificance level of 0.01). To determine the degree of this connection, the contingency coefficient (C-coefficient) was used, the values of which are shown in table 6.25.
Table 6.26. Statistically significant χ2 test and contingency coefficient
It is necessary to improve the management of hu- man resources in our local self-government. χ2 df p C
Is there an established service for the development of human resources at the level of the local self-gov- ernment unit?
14,517
4
0,006**
0,35
Are there funds planned in your local self-govern- ment for the training and development of employees in the field of environmental protection?
32,669
7
0,000**
0,49
p < 0,01 *
A moderate and positive, statistically significant, connection be- tween the attitude about the need to improve human resource man- agement in local self-government and two isolated characteristics of the organization. The connection of the position on the need to im- prove human resources management depending on the existence of the human resources development service. The attitude of the top management of the local self-government regarding the need to im- prove the management of human resources depending on the planned funds for the training and improvement of employees in the field of environment
The graphical representations presented give a clear picture of the relationship between the variables for which a statistically significant connection was established. As can be seen, in local governments where there is no service for human resources development, 79% of the management takes the position that it is necessary to improve the management of human resources. In local governments where there is a human resources development service, that percentage is signif- icantly lower and amounts to 12%. From this we can conclude that
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Research Results
concern for the development of human resources has an impact on the satisfaction and attitude of the leadership towards the personnel organization of the local self-government unit. On the other hand, the graphic representation in Figure 6.24 illustrates the position of local self-government management on the need to improve human resource management depending on the planned funds for training and im- provement of employees in the field of environmental protection. It can be seen from the attached that in local governments where eco- logical training of employees is planned, there is a significantly lower need for changes and improvement of human resources management. It can be assumed that it is related to the improvement of the quality of their performance and satisfaction due to afforded improvement.
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CONCLUDING CONSIDERATIONS
Human resource management in the context of environmental pro- tection involves overseeing the operational aspects of local self-govern- ment to effectively address and minimize environmental impacts. The primary goal is to curtail or entirely eliminate adverse environmental effects while concurrently fostering enhanced quality standards and the establishment of sustainable development, placing individuals at the forefront of this transformative process. The imperative to ele- vate human resources management is underscored by an education- al dimension, emphasizing the cultivation of a mindset among local self-government employees and individuals that encourages maximal contribution. This educational facet imparts insights on instigating motivational factors directed towards environmental well-being, judi- cious utilization of natural resources, pollution reduction strategies, and the attainment of sustainability in the management of natural re- sources and waste. In essence, this approach advocates for a compre- hensive understanding of how each local self-government employee and every citizen can contribute optimally. It delves into the initia- tion of motivational factors geared towards environmental welfare, in- structs on the prudent use of natural resources, advocates for pollution reduction measures, and promotes sustainable practices in the manip- ulation of natural resources and waste through effective management actions. The research findings underscore the crucial need for a man- agement-oriented approach to human resources dedicated to environ- mental preservation. This entails a paradigm shift in harnessing the human potential within Local Government Units (LGUs) in alignment with symbiotic ecological, social, and economic development. Recog- nizing the pragmatic constraints faced by LGUs, the transformation of human potential can lead to the creation of a new, superior-quality, and more efficacious working and living environment. This approach envisions a harmonious interplay between human activities and the environment, fostering a sustainable and resilient community with-
HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
in the realistic confines of local self-government entities.Human re- source management is located in the zone of success, when its strategic performance is located in the zone of sustainability. Successful strate- gic performances in the time perspective indicate the maturity of local self-government in the social sense of the word. Maturity is the result of achieved, previously established goals as a product of effective lead- ership and teamwork, business and environmental practices, which are fully integrated into socially responsible behavior. The key sup- port for strategic performance, which carries the attribute of success, is provided by the LGU organization created on the basis of internal and external analysis and constant human resources management in- sight into the key success factors of local self-government functioning, among which the environmental protection factor stands out as one of exceptional importance.
The contemporary landscape of environmental protection within local self-government necessitates a paradigm shift in the approach to human resource management. This shift entails adopting a novel way of thinking and working that not only facilitates high individual, group (team), and organizational work performance but also aligns seam- lessly with the imperatives of sustainable development. In this evolv- ing context, the possession and sustainability of knowledge emerge as pivotal elements for effective human resources management, as stra- tegic thinking and effective decision-making hinge on the mastery of knowledge management.
Within the realm of environmental protection, the traditional modes of operation may prove inadequate in addressing the multi- faceted challenges posed by ecological concerns. Therefore, human resource management must transcend conventional boundaries and embrace innovative strategies that empower individuals, teams, and the organization as a whole to excel in their efforts toward environ- mental preservation.
At the core of this transformation is the recognition that knowledge is not merely a static asset but a dynamic and evolving force. The con- tinuous acquisition, application, and sharing of knowledge become instrumental in navigating the complexities of environmental issues. Human resource management, in this context, should foster a culture of learning and adaptability, ensuring that employees are equipped with the latest information and skills required for effective environ- mental stewardship. Strategic thinking, a cornerstone of progressive
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Concluding Considerations
human resource management, hinges on the ability to harness and lev- erage knowledge. The integration of knowledge management practices becomes indispensable, as it facilitates a comprehensive understand- ing of environmental dynamics, emerging trends, and innovative solu- tions. This, in turn, enables local self-government entities to formulate strategic plans that are not only responsive to current challenges but also resilient in the face of future uncertainties. In essence, the sus- tainability of knowledge within human resources becomes a linchpin for fostering a forward-thinking and environmentally conscious work- force. It serves as a catalyst for cultivating a strategic mindset, em- powering employees to proactively contribute to environmental pro- tection initiatives. As local self-government entities grapple with the intricacies of environmental management, an enlightened approach to human resource management emerges as a linchpin, guiding organi- zations toward a future where ecological sustainability is seamlessly woven into the fabric of daily operations.
It is the result of the effort made in terms of: the ability to think logically, analytically and quantitatively, that is, to form conclusions; experiential linking of theory with practice, that is, seeing real change at the right moment; the ability to make strides in terms of intellec- tual and practical flexibility and constructive criticism as a condition for preventing explicit assertions and fear of unconfirmed knowledge, which means ensuring scientificity. Therefore, during the preparation of the doctoral dissertation, all the stated views were taken into ac- count and a new strategic model adapted to the real relationship be- tween the needs and OPPORTUNITIES of the LGU was created.
The aforementioned set of scientific research results covers this doctoral dissertation through seven groupings of conclusions, accord- ing to the basic and special hypotheses of the scientific work. The or- ganization and competence of human resources engaged in managing the protection of the environment and working environment in local self-governments affects (is a correlate) the level of quality and devel- opment of the environment in their local communities – it was con- firmed by research in the doctoral dissertation “Management of human resources in environmental protection “. The results of the research show a high percentage of the management of local self-government units (84.8%), who are aware of the necessity of improving human resources, and who estimate that the management of human resourc- es in environmental protection would contribute to the quality of the
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
working environment and the sustainable development of the envi- ronment in their local communities. Using the χ2 test and the contin- gency coefficient, a statistically significant connection was established between the management’s awareness of the importance of improving the quality level and the development of the local community by im- proving human resources (χ2 = 15,245 df = 4, p = 0,004, C = 0.36) and the environment (χ2 = 20,955 df = 4, p = 0.000, C = 0.41) depending on the size of the LGU. Also, the correlation analysis of the items with- in the scale shows that there is a positive and statistically significant correlation (r = 0.808) between the LGU management’s attitude that the management of human resources in environmental protection will contribute to the sustainable development of the LGU, efficiency and quality of the environment. The management’s responsibility towards the importance of human resource management in environmental pro- tection is reflected in the clear majority view of the LGU management on the necessity of changes in human resource management and the readiness to accept new models of environmental protection with the aim of improving the working and living environment. The results of the research show that the orientation of LGU management and their decision-making towards the sustainability of local self-governments is greater today than ever.
The functional model of organizing services for managing environ- mental protection in local self-government units significantly contrib- utes to raising the quality and development of the ecological character- istics of their communities – it was confirmed by the research process. The research results show that 88.6% of LGUs see the management of human resources in environmental protection, through the new func- tional model of sustainable development of local self-governments, as a significant possibility for its improvement. The research showed that the top managers of LGUs agree that the management of human resources in environmental protection represents a significant oppor- tunity to improve the quality of the environment, while the functional model of organization is independent of the size of LGUs (χ2 is not statistically significant, p = 0.436) and from the planned funds for the training and development of employees in the field of environmental protection (χ2 is not statistically significant, p = 0.137). The organiza- tion and competence of human resources in environmental protection is the foundation that opens the possibility for human resources to ef-
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Concluding Considerations
fectively step towards sustainable development, that is, a quality work- ing and sustainable environment in the area of local self-government.
Continuous education of the population of local communities in the field of environmental protection improves the level of quality and de- velopment of ecological characteristics of their environments – it was confirmed by the research process. The attitude of the LGU manage- ment in as many as 98.1% confirms the claim that it is impossible to implement the environmental protection strategy without education and the active involvement of human resources in the process. This attitude is independent of the size of the LGU, because by applying the χ2 test, it was determined that there is no statistical dependence between them (χ2 is not statistically significant, p = 0.232). Also, the correlation analysis of the items within the scale established a posi- tive correlation (r = 0.336) between this statement and the variable of permanent information and education of the population about envi- ronmental protection as a factor in improving the solution of environ- mental protection problems. The bearers of the development process from idea to implementation are human resources. Their role in the entire process is irreplaceable. For this reason, the results of this re- search indicate the importance and understanding of the importance of continuous education of the population of local communities in the field of environmental protection and their impact on improving the level of quality and development of ecological characteristics of their environments.
Education of school-age children in local communities in the field of environmental protection improves the level of quality and devel- opment of ecological characteristics of their environments – it was confirmed by the research process. The research results show the opinion of 93.3% of LGU management that additional environmental (informal) education of children would contribute to the sustainable development of local self-government. Applying the χ2 test, no statis- tical significance was established between the high percentage of such claims and the size of the local self-government (χ2 is not significant, p
= 0.408). Correlation analysis of the items within the scale shows that there are positive and statistically significant correlations between this claim and the attitude of the LGU management that the development of ecological awareness of the population would contribute to raising the efficiency of the management and environmental protection system (r = 0.490), and the attitude that permanent information and training
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
of the population would on environmental protection would help solve environmental protection problems (r = 0.452). The development of the system of environmental protection and human resource manage- ment in environmental protection must be supported by the emission of ecological knowledge. Formal teaching content alone is not enough. Informal education with an emphasis on practical training shows sig- nificant achievements (more details in attachment 1, case study JSL Lucani). This development conditions the formation of the concept of the chain of ecological knowledge, as a tool relevant for understand- ing and understanding the relations of movement and development of knowledge within each individual sector of the environment.
The social responsibility of local self-government bodies significant- ly contributes to raising the quality and development of the ecological characteristics of their communities – it was confirmed by the research process. The results of the research show the position of the manage- ment that the local self-government bodies, with their socially respon- sible actions in the field of environmental protection, can significantly contribute to the improvement of the quality and development of the ecological characteristics of the given local communities. The results of the χ2 test, at the level of statistical significance (p<0.01), show that the socially responsible behavior of LGUs expressed through planning, development and environmental protection (χ2 = 20.955, df = 4, p = 0.000, C = 0.41) and human of resources (χ2 = 15.245, df = 4, p = 0.004, C = 0.36) depends on the size of the local government. Social responsibility expressed in such a way forwards knowledge that will contribute to a better understanding of sectoral processes of the envi- ronment (for example, water, waste management and others) (under- standing process) and to be transferred to a higher level, i.e. the degree that results in a decision on how to act correctly, when it comes to miti- gating or completely eliminating environmental externalities (wisdom process). As many as 98.10% of local self-governments express their willingness to improve the environmental protection system in their local self-government, which indicates the increased social responsi- bility of local self-government bodies. Also, the correlation analysis within the elements of social responsibility shows positive and statis- tically significant correlations between variables related to the willing- ness of local self-government to support and organize additional edu- cation of employees on environmental protection (r = 0.532).
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Concluding Considerations
Planned material investments of local self-governments in the pro- tection of the living and working environment significantly contribute to raising the quality and development of the ecological characteristics of their communities – it was confirmed by the research process. The obtained results show that 87.6% of LGUs believe that it is necessary to improve the management of human resources. The χ2 test deter- mined a statistically significant connection between the need to im- prove human resources management in LGUs and certain characteris- tics of LGUs, such as the existence/non-existence of a human resource development service (χ2 = 14.517, df = 4, p = 0.006, C = 0.35) and planned material resources for training and improvement of employ- ees in the field of environmental protection (χ2 = 32.669, df = 7, p = 0.000, C = 0.49). The need to improve human resources management is more pronounced in local governments where there is no human resources development service, and the findings should be interpreted in light of the fact established by this research that 86.27% of RS local governments do not have a human resources development service. On the other hand, the results show that the attitude of the management of local self-governments regarding the need to improve human re- sources management depends on the planned material investment in training and improvement of employees in the field of environmen- tal protection: in local governments, in which material investment in environmental improvement of employees is planned, there is a sig- nificant less need for changes and improvement of human resource management. As a result, the level of quality, first of all the working environment and then the ecological characteristics of their commu- nities, is at a higher level.For the above reasons, the obtained research results are useful, because based on them, measures to improve hu- man resource management (HRM) and environmental protection can be implemented.
The existence of an environmental protection strategy within the local self-government units significantly contributes to raising the quality and development of the ecological characteristics of their com- munities – it was confirmed by the research process. The results of the research indicate that in 47% of local self-governments there is no established service for planning, development and environmental protection. This indicates the absence of an adequate environmental protection strategy in almost half of LGUs. The χ2 test, at the thresh- old of statistical significance (p< 0.01), determined a statistically sig-
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HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
nificant association between the size of local self-government and the existence of a strategy for planning, development and environmental protection (χ2 = 20.955, df = 4, p = 0.000, C = 0.41 ), where the level of quality and development of local communities in which there is an environmental protection strategy is at a significantly higher level. The awareness of local self-government management must be oriented to- wards the premise that strategic commitment to ecological principles and standards of the working and living environment is a privilege, not a sacrifice.
The managerial structure of human resources of the local self-gov- ernment should, as determined by the research, balance human re- sources, that is, human resources management, with environmental protection, with the aim of achieving sustainable development and a sustainable future of people in the area of local self-government. In order to successfully realize the stated premises, the managerial struc- ture must be a competent structure. Achieving competence (a state that indicates that the management of human resources in environ- mental protection should be performed in a special way, with high per- formance) is possible if an effective relationship is established between environmental resources and the ability of the managerial structure (functionally based) to manage them. , together with the immediate executors, use efficiently and effectively, in accordance with the exist- ing opportunities.
The development of human resources of the local self-government unit in the context of the environment is conditioned by the existence of a framework for defining environmental protection, but also by the existence and redefinition of environmental protection goals.
The development of human resources must also leave room for flexible behavior if conditions of discontinuity arise, i.e. unexpected changes in terms of environmental protection. The expediency of cre- ating the development determination of human resources and its pri- mordial perspective lie, first of all, in the justification of the key goals of local self-government: vision, mission and strategic goals. Reconcil- ing the differences between the needs and opportunities of the devel- oped countries towards which we strive, and the transition processes that marked our approach to this issue, a completely new approach to this challenge was created. Based on the available information, scien- tific literature, this kind of research has not been carried out in Serbia, and for this reason it can be claimed that the obtained results are sig-
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Concluding Considerations
nificant not only as scientific knowledge but also as a guideline for real
practical solutions.
Limitations in the preparation of this dissertation were related to extremely large differences in the size of local self-government units. This caused a somewhat more difficult and laborious approach to the management of large local governments, but perseverance, on the one hand, and exceptional willingness of the management to participate in this research, on the other, led to the realization of the research.
The direction of further research is reflected in the deepening of this topic, which with the dissertation “Management of human resources in environmental protection” opened a new approach to the realization of the general strategy of sustainable development of the environment. The most important thing in the further course of future research is the assessment of the results and significance of the implementation of the proposed strategic concept in the form of a model of human resource management in the environmental protection of local governments.
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198. Stošić–Mihajlović Lj., Đurić S., Strategije lokalnog ekonomskog razvoja, Industrijski menadžment i razvoj, FIM, Kruševac, 2007.
199. Strange, T., & Bayley, A. (2008). Sustainable Development –
Linking economy, society, environment. OECD .
200. Strategija Evrope 2020, Evropska komisija, Brisel, 2011.
201. Strategija lokalnog održivog razvoja, Stalna konferencija grado- va i opština, Beograd, 2005.
202. Strategija razvoja obrazovanja u Srbiji do 2020. godine, Minis- tarstvo prosvete i nauke, Beograd, 2012.
203. Subotić D., Upravlјanje lјudskim resursima, Univerzitet u Be- ogradu, Beograd, 2005.
– 250 –
References
204. Šehović S., Marjanović R., Biočanin R., Ekološko obrazovanje u
funkciji zaštite životne sredine, TIO, 2008.
205. Šehović S., Uloga ekološkog obrazovanja u zaštiti i una- pređivanju životne sredine, Danubius, Journal of Regional Coop- eration, 2012.
206. Šundalić A., Ekološka svijest mladih između održivog razvoja i
tehnocentrizma, Socijalna ekologija, Zagreb, broj 4, 2007.
207. Taylor, S., Osland, J., Egri, C. P., HRM’s role in sustainability: Systems, strategies, and practices [Special issue],Human Re- source Management, 51(6), 2012.
208. TERRAS: „REC/LA 21: Koncept održivog razvoja i lokalna agenda
21”, 2005.
209. Thennavan, E., Ganapathy, G., Chandrasekaran, S., & Rajawat,
A. (2020). Probabilistic rainfall thresholds for shallow landslides initiation – A case study from The Nilgiris district, Western Ghats, India. International Journal of Disaster Risk Manage- ment, 2(1), 1-14.
210. Tiwana A., The Knowledge Management Toolkit, Prentice Hall PTR, London 2010.
211. Todić D., Ekološki menadžment u uslovima globalizacije, Beograd,
2003.
212. Torrington D., Hall L. i Taylor S., Menadžment ljudskih resursa, Data Status, Beograd, 2004.
213. UNEP, Earthwatch Working 5, Geneva 1999.
214. United Nations Environment Programme (UNEP), Earthwatch Working 5, Geneva 1999.
215. Ursul A. D., Konceptualni problemi održivog razvoja/Zaštita i
korišćenje prirodnih resursa Rusije, No 4, 2005.
216. Vasić M., Bugarin S., Papić D., Otvorena pitanja u koncipiran- ju strategije održivog razvoja, Naučni skup: Podunavlјe u Srbiji, Planiranje održivog razvoja i korišćenje resursa, Beograd, 1998.
217. Vesić D., Menadžment lјudskih resursa, Savremeno upravlјanje lјudskim kapitalom, Sopstveno izdanje, Beograd, 2006.
218. Vibhas, S., Bismark, A. G., Ruiyi, Z., Anwaar, M. A., & Rajib, S. (2019). Understanding the barriers restraining effective opera- tion of flood early warning systems. International Journal of Di- saster Risk Management, 1(2), 1-19.
219. Vodič kroz Strategiju Evropa 2020, Fond za otvoreno društvo Sr- bija, Beograd, 2014.
– 251 –
HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
220. Vodiči kroz politike Evropske unije, Životna sredina, Evropski pokret Srbije & Istraživački centar Slovačke asocijacije za spolјnu politiku, Beograd, 2010.
221. Wang, H. X., & Wu, W. (2013, May 14). A Review of Environmen- tal Managment systems in Global Defence Sectors. American Journal of Environmental Science, 9 (2), стр. 1-2. Преземено
May 17, 2013 од http://www.thescipub.com/ajes.toc;
222. Willis C., Principi menadžmenta, Data Status, Beograd, 2010.
223. Wren D. A., Voich D., Menadžment, proces, struktura i ponašan- je, Privredni pregled, Beograd, 1994.
224. Xuesong, G., & Kapucu, N. (2019). Examining Stakeholder Par- ticipation in Social Stability Risk Assessment for Mega Projects using Network Analysis. International Journal of Disaster Risk Management, 1(1), 1-31.
225. Zečević M., Nikolić N., Globalizacija i konkurentnost, Univerzitet u
Kragujevcu, Tehnički fakultet – Čačak, Čačak, 2012.
226. Živković D., Tadić D., Arsovski S., Evaluation of influence recycling device on enviroment in projecting process phase by PROMETH- EE method, 9. Internacionalna konferencija o kvalitetu, Kraguje- vac, 2015.
227. Мулев, М. (1997). Заштита на животната средина. Скопје: ВОРЛДБУК.
USED LEGAL ACTS
1. Zakon o zaštiti životne sredine („Službeni glasnik RS”, broj 135/04,
36/09, 36/09, 72/09).
2. Zakon o radnim odnosima u državnim organima („Sl. glasnik RS”,
broj 83/2005).
3. Zakon o državnim službenicima („Sl. glasnik RS”, broj 79/2005).
4. Zakon o lokalnoj samoupravi („Sl. glasnik RS”, broj 129/2007 i 83/2014).
5. Zakon o zapošlјavanju i osiguranju za slučaj nezaposlenosti („Sl.
glasnik RS”, br. 36/2009, 88/2010 i 38/2015).
UTILIZED WEBSITES
1. http://ec.europa.eu/archives/growthandjobs_2009/
2. http://ec.europa.eu/archives/growthandjobs_2009/
3. http://www.eko.minpolj.gov.rs/
– 252 –
References
4. http://www.fmoit.gov.ba/
5. www.reciklaza.sr.gov.rs
6. http://suk.gov.rs/dotAsset/10684.pdf.
7. http://www.ekoplan.gov.rs/src/
8. http://www.europarl.europa.eu/summits/
9. http://www.sepa.gov.rs/index.php?&search=0&page=1
10. http://www.uzzs–rio.com/zakoni/agenda_21.pdf.
11. www.cpc–serbia.org.
12. www.moj-posao.net
13. www.održivezajed.
14. http://www.mzoip.hr/
15. www.purchasingpractice.com
16. www.purchasingpractice.com
17. www.koreni.rs/strategija-upravljanja-ljudskim-resursima-u-re- publici-srbiji/
18. www.safety.hr/downloads/zbornik_radova_m&s_2012.pdf
– 253 –
QUESTIONNAIRE
The questionnaire in front of you was created for research purposes. The results of this questionnaire will be used exclusively for scientific research purposes for the purposes of the doctoral dissertation. Please answer honestly all the following questions, which concern the charac- teristics of your local self-government, human resources management and environmental protection.
1. Your local self-government has:
a) less than 20,000 inhabitants,
b) more than 20,000 and less than 60,000 inhabitants,
c) more than 60,000 and less than 100,000 inhabitants,
d) more than 100,000 and less than 150,000 inhabitants,
e) more than 150,000 inhabitants.
2. Do you have a clearly defined personnel strategy?
a) Yes
b) No
3. Does the existing systematization of jobs reflect real needs or is it adapted to the structure of existing staff?
a) Yes
b) No
4. At the level of the local self-governing unit, is there a formed pro- cess for the development of human resources?
a) Yes
b) No
5. At the level of local self-government, is periodic compliance of the actual situation and real needs for human resources carried out?
a) Yes
b) No
HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
6. Are there funds planned in your local self-government for the training and development of employees in the field of environmental protection?
a) Yes
b) Not enough
c) No
7. Is there a service for planning, development and environmental protection at the level of the local self-government unit?
a) Yes
b) No
8. At the level of the local self-government unit, according to the existing systematization, is there a workplace dedicated to waste man- agement?
a) Yes
b) No
9. Is there a culture of environmental protection at the level of the local self-government unit?
a) Yes
b) Not enough
c) No
10. Has your local self-government prepared a Local Environmental Action Plan – LEAP?
a) Yes
b) No
– 256 –
Questionnaire
Please circle the number that best corresponds to your degree of agreement with the statement offered. The meaning of the numbers is as follows:
1. I do not agree at all.
2. I mostly disagree.
3. I’m not sure.
4. I mostly agree.
5. I completely agree.
1. Employees in local self-government do not have sufficient knowledge in the field of environmental protection.
1
2
3
4
5
2. Knowledge about environmental protection of employees in local self-government should be improved through additional education.
1
2
3
4
5
3. Employees in local self-government would like to improve their knowledge about environmental protection.
1
2
3
4
5
4. Employees in local self-government would improve their knowledge of environmental protection through additional education if they were paid extra for it.
1
2
3
4
5
5. Employees in local self-government are not sufficiently motivated to improve environmental protection.
1
2
3
4
5
6. Cooperation between employees in the municipality and residents regarding environmental protection is not satisfactory.
1
2
3
4
5
7. Transferring the knowledge of employees in the field of environmental protection to the population would be valuable.
1
2
3
4
5
8. Transferring the knowledge of employees in the field of environmental protection to the population should help the local self-government to improve its performance in environmental protection.
1
2
3
4
5
9. The previous effects of environmental protection are not satisfactory due to the lack of professional personnel in the field of ecology.
1
2
3
4
5
– 257 –
HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
10. The previous results of environmental protection are not satisfactory due to the lack of professional development.
1
2
3
4
5
11. Legal regulations have well regulated the issues of human resource management in environmental protection.
1
2
3
4
5
12. It is necessary to improve the management of human resources in our local self-government. 1 2 3 4 5
13. It is necessary to improve environmental protection in our local self-government. 1 2 3 4 5
14. Human resource management in environmental protection represents a significant opportunity to improve the environment.
1
2
3
4
5
15. Human resource management in environmental protection would contribute to the sustainable development of the municipality.
1
2
3
4
5
16. Human resource management in environmental protection would contribute to more effective environmental protection.
1
2
3
4
5
17. Our local self-government would like to include human resource management in environmental protection in the Local Environmental Action Plan – LEAP.
1
2
3
4
5
18. Our local self-government should, within LEAP, plan to raise expertise in creating local environmental protection policy.
1
2
3
4
5
19. Our local self-government is ready to accept changes in the management of human resources in order to improve environmental protection.
1
2
3
4
5
20. Our local self-government does not have enough financial resources to implement and improve the management of human resources in environmental protection.
1
2
3
4
5
21. The current knowledge of the population about the problems, importance and methods of environmental protection is not sufficient to preserve and improve the environment.
1
2
3
4
5
– 258 –
Questionnaire
22. The development of the ecological awareness of the population would contribute to increasing the efficiency of the environmental management and protection system.
1
2
3
4
5
23. Our local self-government would be happy to support and organize additional education for employees on environmental protection.
1
2
3
4
5
24. Our local self-government would be happy to support and organize additional education for employees on environmental protection if that education were free.
1
2
3
4
5
25. Permanent information and training of the population on environmental protection would help in solving environmental protection problems.
1
2
3
4
5
26. Permanent information and training of the population on environmental protection would help in solving the problem of excessive amount of waste and its inadequate disposal.
1
2
3
4
5
27. It is impossible to implement the strategy of environmental protection as sustainable development without education and the active involvement of human resources in the process.
1
2
3
4
5
28. The practical inclusion of preschool and school-aged children in environmental protection actions would be a wise move to strengthen their awareness of the importance of environmental protection.
1
2
3
4
5
29. Additional education of children of preschool and school age at the municipal level would contribute to the sustainable development of the local self- government unit.
1
2
3
4
5
30. As part of our current way of working or as part of LEAP, the education of the population on
environmental protection is carried out to a sufficient
extent.
1
2
3
4
5
– 259 –
AUTHOR’S BIOGRAPHY
Prof. dr Neda Nikolić
Prof. dr Neda Nikolić was born on May 19, 1975, in Obrenovac, Ser- bia. She completed her primary education in Lučani, where she earned the prestigious Vuk’s diploma. With outstanding success, she finished high school at “Sveti Sava” Gymnasium in Požega. In the year 2000, she graduated from the Faculty of Management in Belgrade with an overall grade point average of 9.36. In the academic year 2005/2006, she enrolled in master’s studies at the Technical Faculty in Čačak, where she excelled in examinations related to the curriculum, achiev- ing a solid average of 9.50. In January 2009, she successfully defended her master’s thesis, earning the title of Master of Technical Sciences in the field of Industrial Management. Ms. Nikolić commenced her professional journey in 2000 as a manager in a recycling company. Subsequently, she worked as a professor of economics in a high school in Lučani and, from 2004, held the position of financial director at the textile company Spirit Evolution in Arilje. Her affiliation with the Technical Faculty in Čačak began in 2006. During the academic year 2007/2008, she collaborated as an associate at the Department of In- dustrial Management, conducting exercises in the scientific field of Entrepreneurial Economics. In June 2008, she was appointed as an associate professor in the scientific field of Management and Business. From September 1, 2010, until today, she has been employed as an assistant professor in the narrower scientific field of Management and Business, according to the decision of the Teaching-Scientific Council no. LXXII-2058/8. Ms. Nikolić is a member of the Teaching-Scientific Council of the Faculty of Technical Sciences in Čačak and serves as the secretary of the Department of Industrial Management. She has been a member of the Self-Evaluation Commission since 2009 and the Library Commission of the Faculty of Technical Sciences in Čačak. She actively participated in the implementation of the international project “Info
HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
Desk, support for the development of enterprises and entrepreneur- ship in the municipality of Čačak” under the auspices of the European Agency for Reconstruction. She also contributed to the accreditation of study programs for undergraduate and master’s academic studies in Engineering Management at the Faculty of Technical Sciences in Čačak. Since 2011, she has been actively involved in activities related to student enrollment in accredited study programs at the Faculty of Technical Sciences in Čačak, overseeing the implementation of pre- paratory courses for entrance exams. Ms. Nikolić is a member of the organizational committee of the conference “Business Process Reengi- neering in Education (RPPO),” organized by the Faculty of Technical Sciences in Čačak. At the 24th International Conference on Efficiency, Cost, Optimization, Simulation, and Environmental Impact of Energy Systems (ECOS 2011), she received the award for the best paper among 330 submissions from 47 countries. In student evaluations, her peda- gogical work has consistently received high marks. As the team leader at the Managerijada 2012 competition, she and her students secured the second-place position in the “Knowledge Quiz” discipline. As an author and co-author, she has published numerous scientific papers in journals indexed in the SCI list, international journals, domestic jour- nals, and both domestic and international conferences.
Prof. dr Vladimir M. Cvetković
Vladimir M. Cvetkovic is the Assoc. Prof. (Disaster Risk Manage- ment) at the University of Belgrade, Faculty of Security, has been en- gaged in research in disaster risk management studies for 15 years. He has published over 250 research papers and 20 scientific monographs. He is the founder of the Scientific Professional Society for Disaster Risk Management in Serbia (http://upravljanje-rizicima.com/), the Inter- national Institute for Disaster Research (http://upravljanje-rizicima. com/medjunarodni-institut-za-istrazivanje-katastrofa/), and Edi- tor-in-Chief of the International Journal of Disaster Risk Management (http://internationaljournalofdisasterriskmanagement.com/index. php/Vol1). He was born on February 8, 1987. years in Kragujevac. He received his Ph.D. from the Faculty of Security, University of Belgrade, on the topic “Citizens’ preparedness to respond to the natural disaster caused by the flood in the Republic of Serbia” (2016), which earned him the academic title of Doctor of Science – Security Science. At the University of Criminal Investigation and Police Studies in Belgrade, he
– 262 –
Author’s Biography
defended his master’s thesis on “Management in emergency situations caused by the misuse of weapons of mass destruction” in 2012, which earned him the title of master criminalist and graduated in 2010 as a student of the generation with an average grade of 10.00 student in history with the mentioned achieved average), which earned him the title of graduate criminologist. He graduated from the high school of internal affairs (police officer) in Sremska Kamenica in 2006 as one of the students of the generation and the holder of Vuk’s diploma, and the elementary school “Sveti Sava” in Batocina in 2002 as the holder of Vuk’s diploma. He is employed at the Faculty of Security, University of Belgrade as an asso-ciate professor at the Department of Disaster Risk Management and Envi-ronmental Security. He is the director of the International Institute for Dis-aster Research in Belgrade. The president is also the founder of the Scien-tific-Professional Society for Disaster Risk Management in Belgrade. He is engaged in the following subjects: Disaster risk management; Protection against natural and anthropogenic disasters; Security risks and disasters (Protection and Rescue System); Methodology of risk assessment and development of plans for pro-tection and rescue from natural and other disasters; Management of protection and rescue activities; System of prevention and reduction of risk from natural and other disasters. In the period from 2013 to 2017, he was employed at the University of Crim-inal Investigation and Police Studies as an associate as an assistant for the following subjects: “Emergency Security”, “Emergency Risk Manage- ment”, “Fire Prevention and Suppression, Explosions and accidents “,”Information systems in emergency situations”. Also, at the men- tioned higher education institution and subjects, in the period from 2011 to 2013, he was employed as an associate in the title of teaching associate. During 2006, he was em-ployed in the Ministry of Internal Affairs of the Republic of Serbia as a police officer.
Prof. dr Aleksandar Ivanov
Aleksandar Ivanov was born on August 19, 1986 in Skopje. He com- pleted his secondary education at DSEPU “Vasil Antevski-Dren” in Skopje in 2005. He graduated at the Police Academy, later Faculty of Security-Skopje, where he enrolled in the academic year 2005/2006, and in the middle of 2008 he earned the title of graduate criminalist with an average grade of 9.66.
– 263 –
HUMAN RESOURCE DEVELOPMENT FOR ENVIRONMENTAL SECURITY AND EMERGENCY MANAGEMENT
In 2011 he finished his postgraduate studies at the Faculty of Se- curity-Skopje with an average grade of 9.33, and in May 2011 he de- fended master’s thesis under the title “Inspection supervision in en- vironmental protection in the Republic of Macedonia – with special reference to the State Environmental Inspectorate” and in this way earned a Master’s degree in criminology and criminology at the Fac- ulty of Security – Skopje. On October 17, 2013, with the defense of his doctoral dissertation “Environmental protection in the implementa- tion of Security in the Republic of Macedonia – theoretical, normative and institutional aspects”, he received the title of Doctor on science from the field of security. On January 31, 2014, Aleksandar Ivanov was selected to the position of assistant professor at the Faculty of Security – Skopje. At the moment, Dr. Aleksandar Ivanov has been selected as a full professor at the Faculty of Security – Skopje on Oc- tober 26, 2023. (Researcher and scientific titles: Associate professor, 2019 – present. Faculty of Security – Skopje, University of “St. Kli- ment Ohridski” – Bitola. Тeaching subjects: Basics of security and the Macedonian security system; Environmental Protection; Internation- al Relations; 2014- 2019, Faculty of Security – Skopje, University of “St. Kliment Ohridski” – Bitola teaching subjects: Environmental Pro- tection; International Relations; Civil protection; Human Security; Teaching Associate, 2011-2013, University of “St. Kliment Ohridski” – Bitola Faculty of Security – Skopje. Research results: During the ten- year career he has published over 40 research papers and 2 scientific monographs; He has reviewed over 30 scientific papers in national journals and publications (security, science, security, and police) and in international journals/proceedings. He participated in over 50 na- tional and international scientific conferences;
– 264 –
CIP – Каталогизација у публикацији Народна библиотека Србије, Београд
005.96:502.17
НИКОЛИЋ, Неда, 1975-
Human resource development for environmental security and emergency management / Neda Nikolić, Vladimir M. Cvetković, Aleksandar Ivanov. – Belgrade : Scientific-professional society for disaster risk mamagement, 2023 (Belgrade : Neven). – IX, 264 str. ; 25 cm
Tiraž 500. – Author’s biography: str. 261-264. – Napomene i bibliografske reference uz tekst. – Bibliografija: str. 235-253.
ISBN 978-86-81424-14-8
1. Цветковић, Владимир M., 1987- [аутор] 2. Иванов,
Александар, 1986- [аутор]
а) Животна средина — Заштита — Менаџмент људских ресурса
COBISS.SR-ID 133599497