The study summarises the theoretical and legal aspects of the main types of area payments in Latvia. From the point of view of theoretical and legal arrangements, the area payments may be broken down in two large groups: direct payments and area payments foreseen under Rural Development Programs. The legal package regulating Area Payments consists of the EU regulatory enactments (Council or Commission Regulations) and regulatory enactments of Latvia (Laws and the Cabinet (MK) Regulations). The institutional implementation system of each group of Area Payments is relevant and distinct. The present study analyses 11 different types of Area Payments. Over the period 2004 - 2007, farmers have received LVL 430 million in different Area Payments constituting 58.5% of the total amount of support.

This article analyses the advantages of applicable measures of motivation, taking into consideration the internal environment of an organization as a whole and focuses on the impact of internal environmental factors upon the results of the organization. The paper is based on the survey results obtained by inquiring, municipal administration employees in Lithuanian districts in February-June 2010. The goal of the research was to propose and justify theoretical components for the motivation model of municipal administration employees. The major integrated groups of motivation measures that are the most influential to the factors of internal environment as the main results of research were identified. The authors focus on the positional adjustment of the combinations of motivation measures, in order to improve the motivation of municipal administration employees.

Nowadays ICT has a significant role in public administration by creating opportunities to automate a lot of manual operations. ICT plays an important role both in improving customer service in public administrations as well as internal and inter-institutional co-operation processes in public administrations that promote access to services and service quality, facilitate administrative processes for citizens and businesses and contribute to the accessibility of information. Public authority daily faces a major challenge – on the one hand to reduce labour costs and on the other hand to introduce innovations. In the implementation of both these objectives public administrations deal with a serious problem – to operate in a connected environment by involving stakeholders and at the same time to solve problems by using new working methods, tools and management models. One of the strategic objectives of tax and customs administrations is to increase resource use efficiency and effectiveness; therefore, they continuously search solutions to simplify administrative procedures, to improve and develop the quality of services provided and the business environment in general, and how to automate internal work processes and significantly reduce manual workload. This study aims to examine the structure affecting the efficiency indicators, to point out the factors which have the biggest impact on increasing effectiveness of institutions.

Competitiveness is the key factor in order to reach the economic transformation, smart growth, governance and legal framework for the state and society for sustainable development that are stated as the major goals in the current planning period in Latvia. High-technology industries are the main drivers of economic activity in developed economies. To ensure data comparability, the official definition of the high-technology industries by Eurostat is applied in this research including two industries: manufacture of basic pharmaceutical products and pharmaceutical preparations and manufacture of computer, electronic and optical products. The research aims to analyse high-technology industries in Latvia taking into account the competitiveness and the regional allocation using a set of several indicators. According to NUTS 3, Latvia is subdivided into 6 regions; however, the high-technology industries are regionally allocated mainly in two regions, Riga and Pieriga regions. Manufacture of basic pharmaceutical products etc. employs 99% of employees in these two regions, manufacture of computer etc. products – 81% despite the fact that only 54% of employees reside in these two regions. The research confirms that the high-technology regional allocation depends on available labour resources and also education and professional training facilities in the region. We conclude that the high-technology industries are competitive in the global market as the share of the high-tech products in total exports is several times higher than the share of these industries in the manufacturing sector or in total economy. The global competitiveness of Latvia’s high-tech industries is stable and gradually rising.

The culture industry and its human resources have been little researched in Latvia, yet research on the culture industry is important, because the industry makes a significant contribution to economic growth by promoting employment and the development of competitive regions. The culture industry encompasses libraries, folk art, theatre, music, museums, the creative industry and other sub-industries, yet in recent years those working in all the culture subindustries faced various challenges, including: a low remuneration and insufficient monetary and non-monetary bonuses, resulting in lower job satisfaction and a high personnel turnover. Accordingly, the aim of the research is to develop recommendations for hiring and retaining human resources by examining challenges in managing human resources in the culture industry. The authors conducted a survey among the personnel of the Board of Culture of Jelgava municipality. The survey found that the main challenges faced by the administration of the Board of Culture were an uncompetitive remuneration, the aging of the personnel and generational change as well as inefficient and insufficient motivation for working. The research has developed two scenarios for recruiting: ‘promotion of creativity and non-monetary motivation’ that aim to publicly appreciate human resources, so that they would feel important and significant as well as facilitate creativity, innovation and collective solidarity, while for the purpose of retaining human resources in a long-term and decreasing their turnover, the second scenario ‘competitive remuneration and the differentiation by position category’ aims to gradually raise the remuneration and differentiate it for all categories of personnel.