Colostrum (C) feeding in neonatal calves improves glucose status and stimulates intestinal absorptive capacity, leading to greater glucose absorption when compared with milk-based formula feeding. In this study, diet effects on gut growth, lactase activity, and glucose transporters were investigated in several gut segments of the small intestine. Fourteen male German Holstein calves received either C of milkings 1, 3, and 5 (d 1, 2, and 3 in milk) or respective formulas (F) twice daily from d 1 to d 3 after birth. Nutrient content, and especially lactose content, of C and respective F were the same. On d 4, calves were fed C of milking 5 or respective F and calves were slaughtered 2h after feeding. Tissue samples from duodenum and proximal, mid-, and distal jejunum were taken to measure villus size and crypt depth, mucosa and brush border membrane vesicles (BBMV) were taken to determine protein content, and mRNA expression and activity of lactase and mRNA expression of sodium-dependent glucose co-transporter-1 (SGLT1) and facilitative glucose transporter (GLUT2) were determined from mucosal tissue. Additionally, protein expression of SGLT1 in BBMV and GLUT2 in crude mucosal membranes and BBMV were determined, as well as immunochemically localized GLUT2 in the intestinal mucosa. Villus circumference, area, and height were greater, whereas crypt depth was smaller in C than in F. Lactase activity tended to be greater in C than in F. Protein expression of SGLT1 was greater in F than in C. Parameters of villus size, lactase activity, SGLT1 protein expression, as well as apical and basolateral GLUT2 localization in the enterocytes differed among gut segments. In conclusion, C feeding, when compared with F feeding, enhances glucose absorption in neonatal calves primarily by stimulating mucosal growth and increasing absorptive capacity in the small intestine, but not by stimulating abundance of intestinal glucose transporters.

ABSTRACT. Shortage of qualified staff and constant struggle for talents along with the retention of most valuable employees belong to the hottest personnel issues for the majority of organizations nowadays. HR marketing can significantly help in these areas. Within HR marketing human resources officers become those marketers who strive to keep their organization's name in the minds of all stakeholders, thus drawing their attention to organization's qualities as an employer, and in such a way winning by taking care of the most talented employees. The aim of this paper is to determine and evaluate the benefits resulting from employer branding and also to identify the trends conducive to the strengthening of an employer's brand. The data were obtained using a questionnaire survey (n = 492) in the selected Czech organizations. The results show that employer branding is an important element in all economic sectors and businesses can build their brands by focusing primarily on the stability of their current employees, their continuous development and their retaining of the most valuable knowledge. The article focuses on new strategic trends in building employer's good brand and attracting the most knowledgable workers. JEL Classification: M12, M14, M54

If an organisation is to develop in today’s highly competitive environment, it cannot do so without continuous training and development of its employees. The benefit to the individual can be assessed by a measurable degree of his knowledge, mastering a certain operation, etc. Evaluating the effectiveness of training is not easy, because very often we work with quantities that are difficult to quantify, and therefore difficult to measure. The prerequisite is the precise definition of educational goals and ensuring the controllability of educational results (training). This article aims to find factors influencing evaluation of effectiveness of employee training and development. The data was obtained from a questionnaire survey in which 207 organisations operating in the Czech Republic participated. The results show that when evaluating the effectiveness of employee training, organisations prefer methods based on subjective evaluation by an evaluator (direct supervisors, colleagues), but also on their own self-evaluation regarding the number of training days. Due to the coronavirus pandemic, current human resources (HR) trends and priorities for 2021 have changed significantly. The systematic process of evaluating employee training effectiveness depends on the business sector (p-value 0.022), on the fact that the organisation is or is not a part of a larger group (p-value 0.000), on (non)existence of an HR department (p-value 0.000), and on the organisation size (p-value 0.000).

Trends in the job market taking worker knowledge, abilities and skills into account show that the demand for qualifi ed, experienced workers has been rising and that the trend will continue into the future. Accordingly, companies must put a life-long learning and development strategy in place so that even older employees (55+), the proportion of whom has been rising in organizations and in the marketplace, may maintain their positions in the job market for as long as possible. This paper aims to assess how small and medium enterprises in the Czech Republic refl ect current demographic developments in terms of age management support and employee development. The data was obtained from small and medium enterprises in the Czech Republic (n = 432). The results show that age management is not an offi cial primary focus of small and medium enterprises; but they naturally act in line with age management practices nevertheless. Any effi cient solution to demographic development in the enterprises studied here, however, must be based upon an overall change of attitude coming from both entrepreneurs and company leadership focusing on young employees, as well as older employees themselves, where their ability to pass on their experience to younger coworkers is stressed. To maintain economic prosperity, continuous development is important for both categories.

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