Managing human resources in Slovenia
The character and development of HRM in Slovenia in some respects differs from those in the other new member states. This is primarily because of different starting points and different social and economic backgrounds in Slovenia at the beginning of the transition process in comparison to the other transition countries. In Slovenia, as one of the republics of the former Yugoslavia, the level of economic development was relatively high. The exchange of goods and other forms of cooperation with Western economies were better than with Eastern ones. The planned economy was complemented by market forces, including limited functioning of the labour market. The management of enterprises and other organisations was rather decentralised, with a significant proportion of employees self-managed. The interference of politics in organisations’ management was relatively weak except for the strategic economic and personnel decisions of large and medium-sized enterprises. This is why the HRM function started to develop rather early. It helped restructure the economic and other organisations rather than being the result of restructuring. However, during the transition period further steps in its development have been made (Svetlik et al., 2007). One could say that HRM has contributed to the soft and less painful transformation of Slovenian organisations and has preserved some of the achievements of self-management. In this activity it has often found itself on the side of relatively strong trade unions that could be considered the main force against radical change. We elaborate on this story in the following paragraphs.