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Work Experience – Good practices for presenting applied methods


  • Héder-Rima Mária

    (Károly Ihrig Doctoral School of Management and Business, University of Debrecen, Hungary)

  • Dajnoki Krisztina

    (Department of Human Resource Management, Institute of Management and Organization Sciences, Faculty of Economics and Business, University of Debrecen, Hungary)


One of the most outstanding difficulties of business life nowadays is how the lack of workforce is treated. Thanks to this organizations put more and more emphasis on keeping the current staff besides recruiting the right employees. The aim of the study is to highlight a novel approach in the success of keeping the employees where the emphasis is on the experience of work – and within this to help the flow experience. This is used consciously by more and more organizations to strengthen employee loyalty. Based on secondary research the study collects corporate examples related to organizations which started the conscious experience-centric enterprise programs. The introduction of the right practices through company examples offers an analysis which helps summarise the possibilities and the practical realization. As a result of the study, it can be stated that the experiences provided by organizations can be separated according to different target groups. Three categories can be considered including existing employees, potential and those ones who are leaving the company. In case of all three target groups, several applied opportunities can be found through the corporate examples examined. Each group has got special needs so it is needed to use different methods to achieve the members of this. We can say that conscious organizations already start the influence through experiences in the job searching phase, which is often helped by experts who are specialized in this. After having employed these people there is an unlimited palette of possibilities to be used through gamification to internal organizational competitions to virtual reality. In several cases, the process does not stop even after the employee has left the company so that the company’s reputation is not harmed by a bit and to give the possibility of later employment. This trend would appear more consciously in Hungary too thanks to the multinational companies and organizations with an advanced approach.

Suggested Citation

  • Héder-Rima Mária & Dajnoki Krisztina, 2019. "Work Experience – Good practices for presenting applied methods," Annals of Faculty of Economics, University of Oradea, Faculty of Economics, vol. 1(1), pages 326-334, July.
  • Handle: RePEc:ora:journl:v:1:y:2019:i:1:p:326-334

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    More about this item


    employee retention; experience; flow; HR; trend.;
    All these keywords.

    JEL classification:

    • J28 - Labor and Demographic Economics - - Demand and Supply of Labor - - - Safety; Job Satisfaction; Related Public Policy
    • J53 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - Labor-Management Relations; Industrial Jurisprudence
    • O15 - Economic Development, Innovation, Technological Change, and Growth - - Economic Development - - - Economic Development: Human Resources; Human Development; Income Distribution; Migration


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