A large number of Slovak small and medium enterprises (SMEs) are confronted with often-leaving employees. This situation can have a devastating effect; thus, the ability to predict and early detect the employees’ intention to stay or leave to another organisation provides them with a competitive advantage. Paper aims to determine how employer attractiveness influences the employees’ intention to stay or leave to another organisation. The online questionnaire survey was conducted to collect data during the September and October 2019 among 357 Slovak SMEs’ employees. The employees’ values were described by EmpAt’s five dimensions scale. Binary logistic regression was used to predict which employer attractiveness factor leads to an intention to stay in the organisation within the next 6 months. Results show that to the employee’s decision to stay working for the organisation contribute Application Value (AV Odds Ratio=2.53), followed by Economic Value (EV Odds Ratio=2.36), Interest Value (IV Odds Ratio=2.23), and Social Value (SV Odds Ratio=1.48). We did not find statistically significant associations between Development Value (DV) and the employees’ intention to stay or leave (ISL). This study makes several contributions to extant human resource management literature. First, it extends the research on employer attractiveness and employee retention. Second, it expands the knowledge about the predictors of employees’ intention to stay in organisations. On the managerial level, it recommends that the employees’ intent to stay or leave should be regularly measured.

This article aims to identify common features, disparities, and consequences in the perception of business risks between generation X, Y, and Z entrepreneurs in the segment of small and medium-sized enterprises (SMEs). The empirical part of this research included the dataset of 1585 questionnaires fulfilled by the entrepreneurs from the SME segment from four Central European countries across 2019-2020. The disparities of the perception of business risks were analyzed using Chi-square and Kruskal-Wallis tests. The research results prove the existence of the significant disparities in the perception of the market, financial, personnel, legal, and operational risks sources by the entrepreneurs from X, Y, and Z generations. Generally, essential disparities are in the perception of business risks between generation X and Z. 61.7% of SMEs from generation X believe that the number of possible requests for the specific products/services has a downward trend. In comparison, only 49.0% of SMEs from generation Z and 45.3% of SMEs from generation Y present the same opinion. The presented research results have the following implications: i. top management of SMEs should improve interpersonal relationships in the workplace; ii. fine-tuning of supporting programs by organizations supporting the business environment in the region of the Visegrad Group; iii. preparation of strategic documents dealing with the quality of the business environment or the training of top SME managers in the case of national policymakers.

Although SMEs make significant contributions to socio-economic conditions of countries, they face many financial, organizational and mercantile obstacles in their operations. In this regard, having more innovative, risk-taking and proactive activities (EO) increases SMEs’ performance, financial conditions and help them to survive in the long term. Therefore, finding regional, national and international differences in EO of SMEs can enable policymakers, financing institutions, SMEs, and entrepreneurs to create more opportunities for SMEs to overcome those problems. In this regard, this research seeks to explore the differences between entrepreneurial orientation (EO) of SMEs that operate in different regions of countries with various cultural values, income levels, economic, political and legal risks. Moreover, age and size of firms are also considered to find differences among SMEs in national and international contexts. In line with these objectives, the current study examines two different countries that have cultural differences and have different economic, legal and political risks. To achieve the objectives, 1620 Czech and Turkish SMEs were analyzed by performing the Mann-Whitney U and Moran’s I spatial autocorrelation tests. According to the results of Moran’s I autocorrelation test, this research does not find any differences between the low and high-income regions of the selected countries regarding EO of SMEs. Experience and age of the respondents might be the reason for these results. Significant results in the national context are that EO of SMEs does not differ across the age categories, while there are differences between firm size and their EO. In the international context, the main findings are that Czech SMEs are more proactive than Turkish ones in all age and size categories, while Turkish SMEs are more innovative in all age categories and only in small size segment. However, this research has not revealed any differences within the risk-taking behaviour of SMEs from different countries considering their size and age. The significant differences and similarities in EO of SMEs from different countries might stem from the educational status of the respondents, a considerable number of operating firms in a market, agility, flexibility, R&D activities and sector of firms. Financial, educational, administrative and legislative support needs to be given by policymakers to close the gap between EO of SMEs of different age, size, regions and countries.

A large number of Slovak small and medium enterprises (SMEs) are confronted with often-leaving employees. This situation can have a devastating effect; thus, the ability to predict and early detect the employees' intention to stay or leave to another organisation provides them with a competitive advantage. Paper aims to determine how employer attractiveness influences the employees' intention to stay or leave to another organisation. The online questionnaire survey was conducted to collect data during the September and October 2019 among 357 Slovak SMEs' employees. The employees' values were described by EmpAt's five dimensions scale. Binary logistic regression was used to predict which employer attractiveness factor leads to an intention to stay in the organisation within the next 6 months. Results show that to the employee's decision to stay working for the organisation contribute Application Value (AV Odds Ratio=2.53), followed by Economic Value (EV Odds Ratio=2.36), Interest Value (IV Odds Ratio=2.23), and Social Value (SV Odds Ratio=1.48). We did not find statistically significant associations between Development Value (DV) and the employees' intention to stay or leave (ISL). This study makes several contributions to extant human resource management literature. First, it extends the research on employer attractiveness and employee retention. Second, it expands the knowledge about the predictors of employees' intention to stay in organisations. On the managerial level, it recommends that the employees' intent to stay or leave should be regularly measured.

The paper deals with work performance as a complex of different areas and views. The goal of the presented paper is to evaluate the dependences between various work performance aspects and various types of companies. It is based on an empirical research, which was realized with help of a written questionnaire, and statistical evaluation of gained data. The results should show to which extend the type of company influences approach to work performance and the correlations between individual aspects of performance.