1. Goran Janjic, Faculty of Mechanical Engineering,
Republic of Srpska, Bosnia and Herzegovina
2. Zorana Tanasić, Faculty of Mechanical Engineering,
Republic of Srpska, Bosnia and Herzegovina
3. Aurilla Aurelie Arntezen Bechina, Buskerud University, Faculty of Technology, Kongsberg, Norway
The ability of organizations to manage their intangible resources in the best possible way proved to be the key to developing and sustaining competitive advantage. Organizations have to emphasize human resources management, i.e. human capital management, as the most important element of intangible assets. Working in highly uncertain and risky surroundings, the most reliable source of permanent competitive advantage for an organization is knowledge. To be able to catch up with the changes, employees and especially managers are expected to accept the principles of continuing education or lifelong learning. The focus of human resources management, in addition to the development of the key competences, is the evaluation of efficiency of investment in human resources development, usually monitored through the number of hours employees spend attending continuing education courses. In this context, education, training and evaluation of employees’ performances have important role in the development of human resources and creation of conditions for effective change management in an organization. It is necessary for enterprise management to have all relevant information on the process of personnel education and training to be able to make high quality decisions and manage the personnel development effectively, which can only be provided by an adequate information system.
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