Strategic Instrument for Sustainability of Human Resource Management in Small and Medium-Sized Enterprises Using Management Data

Abstract

Quality human resources are an integral part of corporate strategy. Human capital development is an essential step towards the success of the business on the market. This paper fills the hole by providing the information about the ways how to motivate employees in terms of occupational classification and the age. The aim of the research was to determine whether there are statistically significant differences in the level of importance of employee motivation in terms of occupational classification and the age of respondents and the studied areas of motivation. A total of 3720 employees in small and medium-sized enterprises were analysed all over Slovakia using the method of simple random sampling. Descriptive statistics were used to describe sampling units. The differences in the values of the importance of motivation factors of individual groups were tested using the method of Tukey’s HSD at the level of significance α = 5%. Following the results, the fact that there are significant differences in terms of occupational classification and the age in the analysed areas of motivation can be stated. Therefore, the managers have to motivate employees in different ways that result in the more complicated management of human resources associated with meeting enterprise goals. Thus, the issue of individual motivation programmes created for individual employees tailored to employees’ needs must be discussed.

Employee Satisfaction and Loyalty as a Part of Sustainable Human Resource Management in Postal Sector

“…Many companies are struggling with existential concerns, and disregard the needs of their employees. However, the interest in employees, their self-actualization, mutual expectations, and healthy labor relations are the preconditions for commitment, satisfaction, loyalty, and strong work ethic of employees and, thus, integral to the success of the entire company [17].…”

“…The results of our research show that the dependence between SP employee satisfaction and loyalty is strong (correlation coefficient 0.65). If SP wants to keep its employees, it is According to Lorincova et al [17], Dirisu et al [18], Razig and Maulabakhsh [19], Chinomona, and Dhurup [20], Bakotic and Babic [27], the quality of work life positively and significantly influences employee job satisfaction, and employee loyalty. The results of our research show that perceived quality (quality of workplace, quality of communications, quality of relationships, quality of teamwork, quality of education system) affect SP's employee satisfaction.…”

“…All these characteristics affect the employee satisfaction and loyalty ratings, which are the subject matter of our research. The objective to succeed, ensure sustainability, remain competitive, and to increase business efficiency can only be ensured by satisfying the needs of employees by providing them with good working conditions [17][18][19]. The quality of work life positively and significantly influences employee job satisfaction, and employee loyalty [20].…”

The Approach to Industry 4.0 within the Slovak Business Environment

“…Permanent connections can deprive us from some of the most important human qualities or values, such as the time we set aside for self-restraint and self-reflection, and time for a conversation that has some meaning. According to Lorincová et al (2018), one of the biggest individual challenges we face because of new information technologies is privacy. It can be understood why it is so important, but tracking and sharing information about us is the very cornerstone of this new technology, as is being connected always and everywhere.…”

The Approach of SMEs to Using the Customer Databases and CRM: Empirical Study in the Slovak Republic

“…Small-and medium-sized enterprises are considered key economic drivers in the world, and they account for the vast majority of world economic output (over 60%) in country economies worldwide, generating overall social growth [36][37][38][39][40][41]. According to the Jeck study [42], emerging SMEs in addition to job creation are often bearers of the commercialization of new technology or innovative ideas as well as positive structural changes in the economy and its productivity.…”