M12 - Personnel Management; Executives; Executive CompensationReturn

The competition in the business field is increasing continuously. The COVID-19 pandemic brings more challenges for organizations. The human resource managers in the organizations face challenges of retention of employees, maintaining mental peace, handling anxiety, fulfilling job demands, and handling the motivation level of the employees. Daily new challenges are coming to the surface. Creativity and innovation have been the need of the hour for since long. COVID-19 pandemic is demanding more creativity and innovations from the organizations and their HR managers. A detailed literature review has been done by taking into cognizance various aspects of gamification as applicable to the Human Resource domain. The objectives of this research are to understand the role of creativity and innovation in the organization's success and identify HR managers' problems during Covid-19. The third and fourth objectives of the paper were to study gamification and its application in various HR functions and to determine how gamification can help achieve sustainable practices in the organizations this paper; the researchers have discussed gamification as a creative and innovative tool that can help human resource managers in dealing with various challenges and help them to achieve the goals of sustainability.

The hospitality industry has been continuously struggling with high employee turnover and a significant "within" and "out of industry" labour mobility, regardless of the phase of the business cycle, time or geographical region. Additionally, as in any other service industry, employees' performance is frequently the only way how to differentiate among otherwise almost identical outputs and the only way how to build and attain customers' satisfaction, trust, and loyalty. Thus, employees' motivation plays a significant role in stipulating hospitality industry employees' work performance, where job satisfaction (JS) often plays a mediating role between employee's needs and his or her ultimate work behaviour, such as work performance, organizational commitment or voluntary retention. Unfortunately, scholarly literature gives little room to Corporate Social Responsibility (CSR) functioning as a motivation factor in relation to employees. Therefore, the purpose of this paper is to fill in this gap and to examine the link between CSR and JS of hospitality industry employees using regression analysis. Drawing upon Carroll's four-dimensional concept of CSR, the results of this paper indicate a significant positive causal relationship between the ethical, economic, and legal dimensions of CSR and JS; however, a significant positive causal relationship between philanthropic CSR dimension and JS was not confirmed.

Paper examines causes of workplace conflicts faced by Czech accountants (members of the Chamber of certified accountants) with their supervisors (clients) from the perspective of accountants, identifies impacts of conflicts on job satisfaction, and projects the impacts into possible cost effects.Results of the survey show that 72.4 % of respondents reported significant conflicts, majority (28.2 %) of them being caused by illegal requirement, 18.2 % by underestimating accountants' profession, and 15.5 % by poor communication. Further analysis is focused on the job satisfaction of accountants in connection with perceived conflicts. Spearman's correlation coefficient calculated in this regard reached the value -0.58, which shows a relatively strong negative correlation. Significance of the change in job satisfaction related to the significance of faced conflicts was also evaluated through Spearman's correlation coefficient as negative (-0.29). Average time lost on conflicts reached the highest values in the case of managers and independent accountants, where it also leads to the highest average costs. Paper concludes with a brief recommendation for the Chamber of Certified Accountants in terms of how to react to these findings - as far as the most frequent causes of conflicts are related to illegal requirement, underestimating accountants' profession, poor communication, directive approach, specific attention needs to be paid to managers, not only to accountants themselves.

The Current global environment requires that enterprises should have a clearly determined vision and direction, which they want to head for. This paper deals with the process management of small and medium sized enterprises according to the number of employees and business focus. The aim is to analytically describe the business strategies of surveyed small and medium sized enterprises and their differences based on company size and business focus. Furthermore, to statistically analyse and compare the causal effect between strategy selection and affiliation to examined categories of small and medium sized enterprises. Statistical analysis deals with relative frequencies, graphical analysis and the Kruskal Wallis test complemented by analysis of the correlation coefficient. The results show, except in the case of analytical description of strategies within surveyed small and medium sized enterprises, findings dealing with causal effects of strategy selection between surveyed enterprises according to their business activities too. This article was supported by a grant project GAJU 039/2013/S.

The article focuses on issues of employee appraisal with emphasis on the formal appraisal of employees in agricultural businesses in the Central Bohemian Region. The main aim of the article is to evaluate the use of formal employee appraisal in agricultural businesses in the Central Bohemian Region. A partial aim is to compare theoretical approaches to employee appraisal from the point of view of Czech and international authors. The survey showed that 87% of agricultural businesses have no system of formal employee appraisal. Among the reasons for not having implemented a formal employee appraisal system, 36% of agricultural businesses stated that they did not consider formal appraisal important, 34% mentioned capacity reasons (only 17% of agricultural businesses have a personnel department within their corporate structure), 15% indicated financial reasons, 10% time demands and 5% other reasons. The outcomes of the survey also showed there is a lack of interest by businesses to implement a system of formal appraisal of employees (only 22.5% of agricultural businesses, that do not use any system of formal employee appraisal, plan its implementation), despite the fact that, currently, people are considered to be the most important strategic asset of any business for achieving a competitive advantage.

At present, the real generator of wealth in society, as well as in the economy as a whole, is knowledge. Knowledge that is critical and precious for an organization (whose loss would represent a threat for the organisation) and that is valuable for competitors needs to be treated with care. Knowledge continuity management is, also, applied to preserve critical knowledge in an organisation in situations where its holder leaves to join a competitor or to retire. The article aims to identify the level of business continuity ensuring in organisations with an emphasis on knowledge continuity. Without employees with the necessary knowledge it is not possible to ensure business continuity. The article contains recommendations for anticipating threats and the elimination of their effects on human resources through knowledge continuity. The article is prepared on the basis of the evaluation of results of research conducted in organisations in the tertiary sector in the Czech Republic. The results show that the majority of organisations do not ensure knowledge continuity as a part of Business Continuity Management, which leads to a threatening of key processes in organisations. One of the conclusions of the article is that, by systematic ensuring of business continuity, it is possible to support the continuity of individual activities in organisational processes and, thus, support Business Continuity Management.