The goal of our research was to determine how crisis management competence affects employee performance of teams and the conditions in the acute stage of the crisis during the pandemic. We have used the mediator model to identify the relations. The study was carried out on a research sample of 122 companies after the outbreak of the COVID-19 pandemic in Slovakia (March -April 2020). The respondents in the research sample were managers at different company levels. The study tests the positive association between leadership * This research was supported by the Scientific Grant Agency of the Ministry of Education of Slovak Republic and the Slovak Academy of Sciences VEGA Project No. 1/0017/20 Changes in the Application of Managerial Functions in the Context of the Fourth Industrial Revolution and Adaptation Processes of Businesses in Slovakia and the project No.

The purpose of our study represents to determine how HRM’s organizational structures has been changed in the past and where HRM is positioned in present. For obtain theoretical knowledge, we used methods: collecting, gathering, sorting, content analysis, synthesis, comparative and deduction of information. Main sources of obtained information, knowledge represent professional articles and research. Today’s HRM, its position and roles (strategic partner, administrative expert, change agent, employee champion) has undergone five key stages of evolution, changes in organizational structures. At the early stages, HRM was positioned within different departments, as Labor/administrative manager and Welfare officer with roles: administrative expert and change agent. From later to modern stages (Personnel management, HRM and Modern HRM), HRM, by obtaining new roles (change agent and strategic partner), become mostly complected, complicated and managed to operate as separate department, on the same level of importance as financial, strategic, marketing and other departments within organizational structure. Based on todays trend, linked with HR-to-employee ratio, HR ratio per 100 employees year by year decreases, which might cause another important changes to HR department’s position within the organizational structure.

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Gamification is used in various HR areas since the 90s. With technologically savvy generations coming to workplace gamification importance as learning, motivation and communication tools shall be growing. However, its spread across industries and its intensity of use is limited so far. The lack of measurement, publication and comparison of gamification outcomes and effectiveness in reaching its goals may be burden for management in gamification implementation. In the article, we describe situation, when gamification is used to present new employers value proposition (EVP) to potential candidates as a HR tool. Using goals and KPIs in measuring impact of the gamification helps to evaluate impact of the tool and may help HR to justify its use in front of the company management in future as well. To conduct the research, we chose management best practice in goals setting and KPI measurement. Further, on case study “Online EVP gamification of New Generation Hospital” we prove that using gamification goals and KPIs gives management answers regarding its effectiveness. The conclusions expand the knowledge about measuring the effectiveness of online gamification.

Gamifying employee training and development is becoming more and more attractive to companies from year to year. By using the right elements of gamification in employee training and development, HRM can identify the strengths and weaknesses of its employees. Training and development programs tailored to the needs of employees can be considered an effective tool for helping employees to transform their weaknesses into strength. The lack of information, research, and comparisons on the ways of gamifying employee training and development focused on employees’ soft skills and its effectiveness hinders its wider dissemination. In the article, we identify and describe different situational stories, when gamification is used by HRM to increase, develop employees’ soft skills such as: decision making, willingness to change, teamwork and resilience. We also measure the effectiveness of gamified employee training and development focused on their soft skills by comparing the percentage results before and after use of gamification in this area within bank „Technology “.