The COVID-19 pandemic influenced the work of employees across all continents. This article presents raw data that may be used to describe how the pandemic affected the work of employees in four European countries and how it influenced their job attitudes, feelings and work performance. In total, 726 respondents from Germany, the Czech Republic, Slovakia and Italy filled out an extensive online survey and provided information about changes in their workload, work difficulty, income, social contact, work from home, task performance and organizational commitment during the pandemic, and about the risk of being infected by COVID-19 during their workday. The employees also reported their actual work performance, organizational commitment, job satisfaction, intention to leave and irritation in the time of the pandemic. To reveal factors that might help employees cope with pandemic, the respondents filled out established questionnaires measuring servant leadership of their supervisor, perceived organizational support, social support provided by colleagues, their own occupational self-efficacy, resilience, job crafting and readiness for change. The data is unique as it was collected in a specific situation during the pandemic, when the work of employees was affected by security measures and lockdown introduced by governments in countries where they worked.

BackgroundThis paper contributes to research in health systems literature by examining the role of health boards in hospital governance. Health care ranks among the largest public sectors in OECD countries. Efficient governance of hospitals requires the responsible and effective use of funds, professional management and competent governing structures. In this study hospital governance practice in two health care systems – Czech Republic and New Zealand – is compared and contrasted. These countries were chosen as both, even though they are geographically distant, have a universal right to 'free' health care provided by the state and each has experienced periods of political change and ensuing economic restructuring. Ongoing change has provided the impetus for policy reform in their public hospital governance systems.MethodsTwo comparative case studies are presented. They define key similarities and differences between the two countries' health care systems. Each public hospital governance system is critically analysed and discussed in light of D W Taylor's nine principles of 'good governance'.ResultsWhile some similarities were found to exist, the key difference between the two countries is that while many forms of 'ad hoc' hospital governance exist in Czech hospitals, public hospitals in New Zealand are governed in a 'collegiate' way by elected District Health Boards. These findings are discussed in relation to each of the suggested nine principles utilized by Taylor.ConclusionThis comparative case analysis demonstrates that although the New Zealand and Czech Republic health systems appear to show a large degree of convergence, their approaches to public hospital governance differ on several counts. Some of the principles of 'good governance' existed in the Czech hospitals and many were practiced in New Zealand. It would appear that the governance styles have evolved from particular historical circumstances to meet each country's specific requirements. Whether or not current practice could be improved by paying closer attention to theoretical models of 'good governance' is debatable.

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Purpose of the article: Knowing the factors that affect organisation's performance is a prerequisite for successful management. But it should be remembered that these factors do not act separately and that it is always necessary to examine the manner in which they interact and the level of synergy they can create. Our paper is based on the assumption that these requirements can by met by applying a typology of the organisational culture (OC). Methodology/Methods: Here we evaluate the return on assets (ROA) indicator in relation to different types of the OC based on four-dimensional Harrison and Handy's model in 194 organisations operating in the Czech Republic, using quantitative methods including multiple regression analysis. Scientific aim: The aim of the paper is not only to find a response to whether there is a relationship between the different types of organisational culture and the financial performance of the organisation. We also want to point out at the possibilities of deeper analysis and interpretation of the factors that the typology of organisational culture includes. Findings: Our results show that there is a positive significant correlation between the task type of the OC and ROA and a negative one between the power type of the OC and ROA. Conclusions: This suggests that selecting the task type of the OC may lead to improvements of financial indicators, but there are also other factors that must be taken into consideration.