Browsing by Author "Egerová, Dana"

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    Diversity management: a necessary prerequisite for organizational innovations?
    (Technická Univerzita v Liberci, 2013-08-01) Egerová, Dana; Eger, Ludvík; Krištofová, Zuzana; Ekonomická fakulta
    Together with significant changes in the Czech society after the year 1989 and with opening up of the Czech economy and namely after the Czech Republic joining the European Union in the year 2004 there has been a growth of interest of companies in gaining, development and retaining the employees who have a high potential and who are able, by means of innovative ways, to achieve organizational strategies. The phenomena such as opening up, globalization and democratization of the society have brought increased interest in the company culture and Corporate Social Responsibility (CSR) within the field of organization strategies. In the field of human resources new approaches are applied, such as diversity management or integrated talent management. This paper presents a research study focusing on implementation of diversity management in the Czech corporate setting from the perspective of the large companies which, using their international background, successfully implement various diversity management policies and programs. The case studies presented in this paper continue our previous international research aimed to highlight just diversity management in the Visegrad countries [6]. The findings of the present study clearly indicate the connection between the organizational strategy and the CSR strategy and the organizational culture when applying various activities in the field of diversity management. The results of the research study also indicate that knowledge- based organizations are engaged in development and care of people who are represent human potential inevitable for the innovation potential of companies. The six companies covered in the case studies ranks among successful companies in the Czech Republic that have already gained a number of awards for activities in the above field. Therefore we assume as very useful to present a comparison of the examined elements of diversity management implementation in successful companies regarding development of both theory and for its practical application.
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    GENERATION Y AND GENERATION Z EMPLOYMENT EXPECTATIONS: A GENERATIONAL COHORT COMPARATIVE STUDY FROM TWO COUNTRIES
    (Technická Univerzita v Liberci, ) Egerová, Dana; Komárková, Lenka; Kutlák, Jiří; Ekonomická fakulta
    Generational differences in work values and workplace expectations have become a widely discussed research and intervention topic in recent years. However, little is known about Generation Z, who are now entering the labour market, and this presents challenges to both researchers and companies. Therefore, the primary purpose of the present study is to extend generation research by examining generational cohort differences in workplace expectations, specifically between Generation Z and the previous closest generation, Generation Y. The study is also intended to add to the limited empirical evidence of the workplace expectations of the most recent Generation Z. The theoretical framework guiding this study includes generational cohort theory and anticipatory psychological contract dimensions: job content, career development, social atmosphere, the fairness of organisational policies and rewards. The study was based on an online questionnaire survey. Data was collected from a sample of 1,000 respondents for the Czech Republic and 600 for the Slovak Republic including Generations Y and Z in the ratio 1:1. The generational differences in the workplace expectations, controlling the effects of gender and country, were investigated using multiple linear regression. The overall findings of the study indicate that both generations are more similar than different regarding their future employment expectations. We also find that those preferences may be more heterogeneous within a homogeneous group than across generational cohorts. The findings specifically indicate that some characteristics, such as geographical environment, professional experience and gender may shape employment expectations more than generational difference. The study suggests that companies also need to appreciate heterogeneity within a homogeneous generational group instead of treating current or prospective potential employees simply as members of one generation. The directions of future research, as well as the limitations of the study, are discussed.
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    Human Resource Sustainability and Digital Transformation: Exploring the Role of Key Actors
    (Technická Univerzita v Liberci, ) Eger, Ludvík; Egerová, Dana; Ekonomická fakulta
    Digital transformation changes economy and society, makes significant changes in people’s life and can have both positive and negative consequences for individuals, organisations and society. To the success of digital transformation, the human factor is more important than the technology itself. This research survey focuses on the human perception of support needed from different actors for their adaptation towards digital transformation. The quantitative research in the form of a questionnaire survey was carried out using an online panel. The respondents for the questionnaire survey were adult people living in the Czech Republic (n = 1000 from generations Baby Boomers, X and Y). The questionnaire design was inspired by the OECD Risks That Matter Survey 2020. The research focuses on what role different actors play in addressing negative impacts of digital transformation. The findings show that the highest level of responsibility was given to the Czech government, followed by firms and public administration. Conversely, lower levels of accountability were attributed to nonprofit organisations and trade unions, but surprisingly also at the individual level. The findings further found no significant effect on the perception of responsibility of government, firms and public administration, nonprofit organisations and trade unions for gender, education, nature of work and type of generation. However, we identified differences among groups in their assessment of responsibility on an individual level. Findings are important for decision-makers that should be responsible for peoples’ transformation in the context of digital transformation.
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    Perspectives of talent management: evidence from czech and slovak business organisations
    (Technická Univerzita v Liberci, 2015-12-01) Egerová, Dana; Lančarič, Drahoslav; Eger, Ludvík; Savov, Radovan; Ekonomická fakulta
    Despite the growing attention being paid to talent management in the literature, little empirical research has been conducted on applying talent management in various organisations, particularly in small and medium-sized enterprises. Therefore, our empirical survey examines talent management practices from the perspective of different sized enterprises in the Czech Republic and Slovakia. The findings are based on data collection from 174 enterprises in the Czech Republic and Slovakia. Overall, the survey indicates that talent management is not of primary concern to most organisations in the Czech Republic and Slovakia. These findings are not particularly surprising, as talent management is not a key issue for most organisations, particularly SMEs. Nevertheless, we argue that talent management is a crucial challenge for all organisations aiming to enhance their competitive advantages. This study’s major findings prove that enterprise size is a relevant determinant of approaches to talent management and its practice within the enterprises. Several important differences between SMEs and large organisations were found. First, SMEs adopt a more exclusive approach to talent than do large firms, where an inclusive approach dominates. Furthermore, SMEs’ strategic approach to talent management is limited, with most adopting an ad hoc approach to talent management practices. Thus, the shift towards holistic and strategic approaches to talent management constitutes one of the most important challenges for those organisations. The research survey raises a number of important issues that should be considered by enterprises when they engage in talent management. The survey has added to our understanding of the talent management implementation in different types of enterprises.
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    Top management team composition and financial performance: examining the role of gender diversity
    (Technická Univerzita v Liberci, ) Egerová, Dana; Nosková, Marta; Ekonomická fakulta
    Despite the growing research on the effect of top management team gender diversity on company financial performance, the results remain inconclusive. The theoretical framework guiding this study includes the upper echelons theory and critical mass theory. Under the upper echelons theory framework, the study investigates whether female participation in top management teams positively influences company financial performance. Based on critical mass theory, the study attempts to determine what percentage of women in a top management team constitutes a critical mass. Unlike most previous studies, both theories are applied to only the context of 823 small- and medium-sized enterprises (SMEs) with a workforce between 50 to 250 employees in the manufacturing sector in the Czech Republic. The findings indicate that the premises of the upper echelons theory are also applicable to SMEs. At the same time, the findings show limited support for critical mass theory. More specifically, this study does not support a linear relationship between the number of women in top management team and financial performance and only partially supports a U-shaped curvilinear relationship. The implications of the findings and suggestions for future research are also discussed. In sum, this study brings new insight to the area of gender diversity in top management and advances the gender diversity literature’s understanding of the relationship between top management team composition and company financial performance. Moreover, the study provides a better understanding of the key role of a critical mass in top management teams.