Changes of employee motivation of Slovak enterprises due to global economic crisis

Závadský, Ján; Hitka, Miloš; Potkány, Marek

doi:10.15240/tul/001/2015-1-005

Cited by 26 publications

(28 citation statements)

References 2 publications

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“…There are individual factors that infl uence human acitivities, and they are very often part of the human social life (Faletar et al, 2015). According to Závadský et al (2015), the most commonly used tools of motivation are various incentives, extra holidays, corporate entertaining and rewards. In our research, motivation factors were ordered according to criteria: the degree of satisfaction.…”

Section: Rezultati I Raspravamentioning

confidence: 99%

Employee Job Satisfaction in Furniture Manufacturing Companies in the Slovak Republic

2017

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Section: Rezultati I Raspravamentioning

confidence: 99%

Employee Job Satisfaction in Furniture Manufacturing Companies in the Slovak Republic

2017

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“…The aforementioned shows that open effective communication is generally very important for success of innovations in organisations, however its impact is neither negligible in the need of involving the highest possible number of employees in the innovation process (Závadský et al 2015).…”

Section: Introductionmentioning

confidence: 99%

Efficient Involvement of Human Resources in Innovations Through Effective Communication

Stachová¹,

Stacho

Vicen

2017

Business: Theory and Practice

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Systematic creation and use of human potential enables building and development of strengths of organisations. If organisations can fully use the potential of their employees it will affect their ability to succeed in competitive environment. Our paper focuses on open and broad communication, as it has a significant impact on both formal and informal labour relations, which, along with information share and knowledge continuity, essentially affect team creation. The questionnaire survey focused on finding out whether and to what extent organisations operating in Slovakia focus on communication. The paper also provides a simple method of evaluating the level of communication and engagement of employees in problem solving in companies. This method is a simple instrument enabling the conduction of analysis in a short time interval, while analysing employees are able to identify a current level of their company on the grounds of results, as well as they are able to identify bottlenecks preventing them in innovation potential increase.

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“…Brown characterises the remuneration system as a way of unequivocally expressing company values, and the key to comprehending organisational culture (Hitka, Stipalova 2011;Závadský et al 2015).…”

Section: Introductionmentioning

confidence: 99%

Influencing organisational culture by means of employee remuneration

Stachová

Stacho

Bartáková

2015

Business: Theory and Practice

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approaches and values, it is necessary to focus on orga nisational culture and human resources simultaneously. The possibility of such a simultaneous focus is given by the interconnection of organisational culture and human resources management, which is declared in their common primary role, which means, as Kachaňáková presents: "to create conditions of so called positive behaviour of employe es in line with strategic intentions and goals of a company" (Kachaňáková 2010).The aforementioned implies that it is necessary for a company to ensure concordance, respectively the greatest possible intersection between the values declared within the sustainable development concept, values enforced by a company, and the values of its employees. In order to be able to achieve the greatest possible extent of concordan ce between human resources in a company and desirable elements of organisational culture declared by a company, Abstract. The aim of this paper is to particularly define the possibilities of influencing organisational culture by means of em ployee remuneration. The paper will present the results of research conducted over 2010-2012. The respondent group included 340 organisations operating in the Slovak Republic. The research showed that even though 98% of the interviewed organisations realise the importance and meaning of dealing with the creation and maintenance of organisational culture, only 21-43% have defined an organisational culture strategy in writing within the organisation´s strategy.

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Changes of employee motivation of Slovak enterprises due to global economic crisis

Cited by 26 publications

References 2 publications

Employee Job Satisfaction in Furniture Manufacturing Companies in the Slovak Republic

Employee Job Satisfaction in Furniture Manufacturing Companies in the Slovak Republic

Efficient Involvement of Human Resources in Innovations Through Effective Communication

Influencing organisational culture by means of employee remuneration

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