M50 - Personnel Economics: GeneralReturn

The subject of the research is organizational culture in schools. The aim is to find out its potential change after the pandemic. The respondents are randomly selected secondary school teachers from all over the Czech Republic. Cameron and Quinn's OCAI questionnaire is used to assess the type of organizational culture. The types of organizational culture before Covid-19, currently and preferred are identified. It is found that initially the culture of hierarchy prevailed. Now the market and adhocracy culture has grown significantly. The preferred type is clearly the clan. At the same time, the shifts of each dimension of each type in all three situations studied are identified. The identified shifts can help school managers adopt strategies for creating and promoting a healthy organizational culture.

The subject of this research is wellbeing. This area is still quite neglected in the Czech Republic. A research objective has been set: to determine whether the first generation is feeling a lower level of wellbeing than the emerging generation, as presented by the U-shape. Research questions have been formulated: Are there differences in the evaluation of wellbeing in two generations? If they exist, in which criteria are the differences significant? Data from 3,000 respondents from two generations were obtained for the research. The significance of the wellbeing elements was evaluated using the network process analytical method. In young respondents, thriving wellbeing is identified, as opposed to older respondents, where the struggling wellbeing type is identified.  In this way, researches on the occurrence of U-shape in this area are only partially confirmed. Young people prefer the financial aspect, health and social relationships are more important for the elderly. The article emphasizes that knowledge of the level of wellbeing is important both from the point of view of the individual and the whole of society.

This paper is focused on creation of personnel strategy and its implementation in organization XYZ. The personnel strategy must have a clear continuity on the startegy of the company. By this personnel strategy is further defined all the activities of the organization, which are connected with the human resources management. The first part is focused on demarcation of the basic concepts and approaches to define the personnel strategy, the second part describes the priorities of the organization XYZ management, starting points of the personnel strategy, its implementation and control mechanisms. In the conclusion, there are introduced some outputs of the XYZ's personnel strategy. The aim of this paper is to describe the creation of the personnel strategy and further to capture the experiences from its implementation in XYZ and therefore to help other organizations recently or possibly interested in this field.