Economics 21

Maya Lambovska
A PERFORMANCE MODEL FOR LECTURING TEAMS AT TODOR KABLESHKOV UNIVERSITY OF TRANSPORT
JEL: I23, H83, M12, M49

Keywords: lecturing team, higher school, performance evaluation, indicators, Todor Kableshkov University of Transport

Summary: This paper presents an original performance model of lecturing teams at Todor Kableshkov University of Transport, Sofia. The model is based on various managerial, social and behavioural theories. It combines classical and up-to-date theoretical achievements with regulations and established practices at Todor Kableshkov University of Transport. The specific features of the model relate primarily to the indicators proposed for measuring the results of the lecturing teams at the university. The paper consists of two parts. Part one presents the conceptual basis on which the performance model of lecturing teams at Todor Kableshkov University of Transport is developed, as well as the definitions of some basic notions related to the control on teams. Part one also reviews the team model as the basis of the performance model which is proposed. Part two explains the specific features and the determinants of the performance model and introduces the indicators applied to the formation, activity and results of the lecturing teams at the university
Ivanka Daneva
THE ROLE OF VOLUNTARY PENSION INSURANCE IN CORPORATE GOVERNANCE
JEL: E21, G38, J14, J26, M12

Keywords: voluntary pension insurance, corporate governance, pension, replacement rate. defined contributions, pension funds, pension insurance companies, taxation

Summary: The model of corporate governance of human capital in contemporary business organisations is essential for applying the concept of corporate social responsibil-ity, of which supplementary voluntary pension insurance for employees with contributions made by employers is an important element. Supplementary voluntary pension insurance is fully funded and is a way to diversify sources of pension income. Insurance in voluntary pension funds has a marked potential not only to raise the gross replacement rate, but also as an element of the general model for corporate governance of human resources in any company regardless of its core business, yet this potential has not been fully exploited so far. In order to employ it as a factor increasing personnel motivation and to increase its efficiency, a number of prerequisites and specific actions are required.

Economics 21

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