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The main goal of human resource management (HRM) is to create conditions that allow enterprises to run businesses effectively by following the maximum performance and sustainability of business processes, which are key factors for an enterprise to succeed on the market. For effective management of employees as a part of HRM, systematic employee motivation is necessary because human resources are a key factor for achieving enterprise sustainability. As employees can be motivated by everything stimulating their activity, the aim is to define the importance of employee motivation through the most important motivation factors relating to mutual relationships. The emphasis is put on the identification of statistically significant differences in terms of socio-demographic features of employees. At a significance level of 5%, the statistically significant differences in terms of gender, age, and job were tested further using Tukey’s honestly significant difference test. The research results showed a large number of statistically significant differences between individual employee categories. This leads to the conclusion that employers should focus on creating individual motivation programs for employees and not approach employees uniformly because of their various needs. Creating individual motivation programs for employees should respect their needs in terms of gender, age, and job position. Enterprises are recommended to focus their motivation programs on supporting motivation factors related to finance, mutual relationships, and work conditions.

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Implementing Industry 4.0 and interconnected robotization in industrial enterprises drifts towards occupational changes. Nowadays, the task is to create cooperation and collaboration between a robot and a human in a common robotized workplace so that it is safe and effective. The type of robot, the robotic device that works in collaboration with a human operator, is called a cobot. In the case of a closer interaction of the robot or cobot with humans, it is necessary to consider where it is possible to replace human work entirely or where it is possible to merely supplement it. The most socially acceptable option is the implementation of robots only for the performance of supplementary tasks, since the traditional work positions of people in manufacturing processes would remain largely preserved. On the other hand, workplace robotization is particularly suitable for work environments with hazardous chemical substances that are carcinogenic and toxic to humans. Similarly, robotization helps to improve workplace ergonomics and also to avoid, for humans, very laborious and often repetitive work. The SWOT analysis (analysis of Strengths, Weaknesses, Opportunities, and Threats) was used as a relevant tool to assess various aspects of the impact of increasing robotization on working positions in industrial enterprises. SWOT analysis is an indicative assessment of the suitability of implementation of robots in a given workplace, which helps to create an optimal solution and indicate new areas of needed analysis and research directions.

Organizational performance is considered as the essence of an industrial enterprises’ existence. However, in terms of performance, it is important not only to achieve results, but also maintain and develop the potential of an enterprise. When assessing performance, industrial management often omits the organizational success in managing human resources and developing human resources potential. The main aim of this paper is to present the research results focused on perceived organizational performance in recruiting and retaining employees with respect to different generations of employees in industrial enterprises. For the purposes of the analysis, the authors of the paper have designed a valid and reliable collection tool (research questionnaire). The research sample consisted of N = 1471 respondents, employees of industrial enterprises in the Slovak Republic. The research result shows that different generations of employees perceive differently selected issues of organizational performance. Testing the first research hypothesis has proved that there is a significant difference between employees from different generational groups in the perception of relationships among employees. The testing of the second research hypothesis confirmed that there is a statistically significant relationship between selected issues of perceived organizational performance.