Browsing by Author "Savov, Radovan"
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- ItemEU Taxonomy in the Context of Environmental, Social and Governance (ESG) Ratings(Technická Univerzita v Liberci, ) Holúbek, Ivan; Skýpalová, Renata; Ruschak, Michal; Savov, Radovan; Ekonomická fakultaThe effects of climate change will have a significant economic impact on the global economy in the future. In some cases, these will be gradual changes, while others will be more dramatic. These occur at a higher frequency of extreme weather events. The impacts caused by the effects of climate change, which are already taking place on a large scale and are visible, are costing billions of dollars. The 2030 Agenda for Sustainable Development, adopted at the 2015 New York Summit, includes 17 global sustainable development goals (SDGs). The aim is to universally manage the development of contemporary society on a global and local level. The European Green Deal is the European Commission's plan for the ecological and societal transformation of the European Union's economy for a sustainable future. The main objective of the European Green Deal is to make Europe a climate-neutral continent by 2050. An ecological transformation of companies' business models in the EU will be inevitable and a prerequisite for the path towards a sustainability model. In order to meet the above objectives, the European Commission has developed an evaluation base (EU taxonomy) that will allow transparent decision-making towards sustainability. Companies will have to disclose their economic activities in a transparent and comparable way, which will contribute to a rapid and green transformation of the economy.
- ItemPerspectives of talent management: evidence from czech and slovak business organisations(Technická Univerzita v Liberci, ) Egerová, Dana; Lančarič, Drahoslav; Eger, Ludvík; Savov, Radovan; Ekonomická fakultaDespite 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.
- ItemPitfalls of Strategy Creation and Selection after COVID-19(Technická Univerzita v Liberci, ) Fitala, Patrik; Savov, Radovan; Waldhauserová, Gabriela; Ekonomická fakultaWe see a possibility for researching the issue of strategic processes as a whole in companies, as there are publications on individual strategic processes, but from the point of view of the complete picture in company, the view of the intervention of foreign capital is absent. We want to point out significant differences in individual management strategic processes, while pointing out the difference in the functioning of companies with and without the participation of foreign capital. The method of data collection was carried out on the basis of a questionnaire survey, which consisted of 5 parts of the strategic process, namely: Vision, mission, goals; Analysis of the external environment; Analysis of the internal environment; Choosing and creating a strategy; Strategy implementation and control. The factor Participation of foreign capital was selected for the purposes of the work. The participation of foreign capital in companies has a fundamental impact on strategic processes and companies’ sustainability and efficiency, as our results suggest. In our conclusion, investigating the issue of foreign capital participation has a fundamental impact on understanding the business environment. For the sustainability of a high-quality business, we consider updating and understanding the issue to be an important point for efficiency and sustainability.
- ItemTALENT RETENTION IN SLOVAK COMPANIES: EXPLORATIVE STUDY(Technická Univerzita v Liberci, ) Savov, Radovan; Kozáková, Jana; Tlučhoř, Jan; Ekonomická fakultaThe success of talent management is based on keeping talented individuals in a company. Attractive work, suitable working environment, strong organizational culture, work flexibility, effective leadership, as well as financial or non-financial benefits are factors that a company can significantly influence in order to retain talent for future tasks. On the other hand, companies should avoid mistakes that complicate retention of talent, for example, extreme workload, conflicts with executives, lack of opportunities for self-development, as well as inadequate financial remuneration. The goal of presented study is to explore differences in talent retention in various types of companies according to several factors. Realized questionnaire study obtained data from 381 companies represented by managers. Data were analyzed quantitatively by ANOVA and results were completed and described by Focus groups qualitative research. The research model was set according to outcomes of previous researches with following most important factors: financial requirements, motivation system, communication and self-development. Also, the challenges from outside and specific procedures provided inside the company to retain talents were added. Obtained outcomes shows interesting differences between companies in successful retention of talents which can be found: in private companies, in companies with foreign capital, in companies with a HR unit, and companies with a better financial situation. Surprising findings were seen in the comparison of companies by size. Despite the better chances of retaining talents in larger companies, the talent retention process is more successful in small ones. Our study helps to understand the current situation in talent retention in different types of Slovak companies and find ways to improvement. Outcomes are significant for managers, researchers and education of future entrepreneurs. However, despite good knowledge of practical implementation of talent retention in Slovak companies there are still limited financial resources and regulations which impede the application of the results obtained.