Radovan Savov

APPLYING THE CONCEPT OF DIVERSITY MANAGEMENT IN ORGANISATIONS IN THE CZECH REPUBLIC AND THE SLOVAK REPUBLIC - A RESEARCH SURVEY

Abstract The paper deals with the implementation of diversity management in the Czech and Slovak organizations. The aim of the research was to find out how the concept of diversity management is accepted and applied in the Czech and Slovak companies. The scale questionnaire of the authors own construction was used for data collection. The questionnaire contained apart from the introductory classification items 25 items divided into three thematic areas: the field of inclusion and justice, the field of diversity management implementation and the field of benefits resulting from implementing diversity management. The statistically significant differences and dependencies that emerged among items in the questionnaire were examined by Kruskal-Wallis test and other statistical methods. The research survey revealed that respondents’ answers were significantly affected by factors such as the seat of the company and the working position of the respondent. The respondents from the Slovak Republic generally percei...

Craft Beer in Slovakia

The objective of this chapter is to evaluate how globalization of the Slovak economy, economic growth, inflow of FDI in brewing industry, affected not only the structure of the standard beer market but also the expansion of craft brewing. In particular, we evaluate how the interplay between the developments of standardized and globalized traditional beer industry, income growth resulting in increasing demand for beer diversity, and development and dissemination of craft brewing technology and know-how, changing lifestyles and expansion of entrepreneurship as well as government policies affected the growth of craft breweries. A survey was performed among craft breweries. A structured interview was used as a tool of data collection. There were 20 owners of craft breweries in Slovakia interviewed (out of total number of 51). The survey was focused on factors affecting demand for craft beer, the impact of traditional beer market characterized by homogenous products on demand for differentiated craft beer in Slovakia, types of beers produced by craft breweries, motivation behind starting the craft brewery, factors influencing the supply of craft beer, availability of inputs, know-how for craft beer production, regulation of craft beer production, government support for craft beer production, and vertical and horizontal cooperation in micro-brewing. Results show availability and better prices of technologies and inputs for brewing beer, know-how and EU subsidies have a positive impact on the supply side, while higher incomes, increasing demand for product diversity, and changing lifestyles had a strong positive impact on the demand side. On the other hand, there are some barriers for expansion also. The major ones are bureaucracy, lack of qualified brewers and taxation policy.

Factors influencing the implementation of diversity management in business organisations in a transition economy. The case of Slovakia

With increasing internationalisation of business, diversity management has emerged as an important issue, even in traditionally non-diversified companies. This research seeks to examine the effect of size, legal form and share of the foreign capital in the ownership structure of the organisation on the implementation of diversity management. An empirical survey was carried out that examined the state of the implementation of diversity management in the Slovak Republic. Using non-parametric statistical methods and post-hoc testing by data analysis, the research survey revealed that the evaluated factors significantly influenced the attitudes of respondents towards the diversity management implementation. The respondents working in large business organisations generally perceive the diversity management concept more positively when compared with respondents working in smaller organisations. The respondents working in business organisations where the share of foreign capital in the ownership structure exceeds 80% are more positively inclined towards the implementation of diversity management. The legal form of the business organisation does not influence the attitudes of the respondents in any significant way. We recommend domestic business organisations and SMEs focus on the diversity issues, especially on supporting the diversified work teams. This can preferably be done by diversity training, using formalised HRM procedures and mentoring initiatives. Diversity management is not solely a domain of subsidiaries and large business organisations. The organisations are able to benefit from diversity management regardless of their size and country of origin.

Is current system of direct payments suitable for farmers in Slovakia

Current system of direct payments in Slovakia can be described as per hectare payment. It is based on the logical assumption that the more land farmers cultivates, the more support they need. However, it seems like this principle works differently among EU member states. Historically, Slovakia is a country with the largest farms in EU 28. This extreme big physical farm size is here connected with the lowest output among EU 28 and simultaneously Slovak farms display also lowest efficiency. Paper examine generally accepted assumption that the more hectares farms utilize, the more subsidies they should receive, to help achieve more output. Research is based on the mutual pair combined correlation analysis, which examined relationship between utilized agricultural area, total output and total subsidies. Surprisingly just the relationship between total subsidies and total output was proved to be positive and in a moderate manner. Relation of total subsidies and utilised agricultural area, respectively total output and utilised agricultural area show the inverse relationship. In spite of the development in most European countries, Slovak outcomes indicates that the more subsidies farmers receive, the less output they achieve. This paradox can be caused by the actual Common Agricultural Policy system of subsidies remuneration which is not necessary suitable for whole EU 28 on the same level.

Selected aspects of talent management in companies in Slovakia

Talent management is now an important aspect of human resources development in enterprises. It represents strategic view to the human resources management. The paper accents the necessity of the talent management process and carrier planning in successful management process. It focuses on the evaluation of the talent management application in enterprises of Slovakia. Main phases of the talent management process (talent identification, talent assessment, talent development and talent retention) are examined in this paper in line with the corporate and human resources strategy. Each phase will be assessed according to the survey of 288 companies operating in Slovakia. It goes to identify dependencies between the level of talent management and determinants (the size of the company, the existence of foreign capital in the enterprise, economic situation) and the establishment of the organizational entity for human resources management). In the conclusion, suggestions to improve the work with talents are provided which resulted from the interviews with managers of selected companies.

The Necessity of Implementation of Diversity Management Caused by the Actual Development of Cross-border Labour Mobility in EU

The Necessity of Implementation of Diversity Management Caused by the Actual Development of Cross-border Labour Mobility in EU The article refers to the problemacy of international labour mobility seen as a response to many changes in political as well as in economical and social development in Europe in the last decade. In the first part of the article there is a short summary of the mentioned development in the area of immigration and labour mobility in Europe. The second part of the article deals with diversity in general and with managing of diversity in particular, there are some practical examples of possible problems as well. The last part of the article offers some suggestions for successful implementation of diversity management in enterprises.