Building employee loyalty is a prerequisite for a company to achieve a competitive advantage, high organizational performance, and sustainability. The lack of voluntary leaves does not result in recruitment costs or reduced efficiency during the adaptation period of a new employee. It helps retain knowledge and experience within the organization. The article aims to explore employees’ loyalty in terms of voluntary employment continuity during the pandemic slowdown of COVID-19, when employee loyalty was put to an exceptional test, and identify the factors that have had the most significant impact. This empirical study was carried out for Germany, mainly due to the strength and position of the German economy in Europe and the availability of a large, detailed micro dataset necessary for in-depth econometric analyses. The dataset used in the survey is the fifth wave of the German Linked Personnel Panel—LPP in 2020/21 (N = 7397). A multinomial logit model was used as a research tool. Loyalty appears as an explained variable in four ordered logit models that differ in the set of explanatory variables. The explanatory variables include demographics, job title, working conditions, compensation and rewards, job content, training and career development, teamwork, and relationships with colleagues and superiors. The results confirm the influence of extra-organizational factors, such as age and living in a four- or five-person household, on employee loyalty. However, age seems to be a factor of decreasing importance. Too much complexity of work, manifested by great task variety, working in multiple teams, and the requirement to perform work remotely, harmed employee loyalty during the pandemic. Findings justify building loyalty based on sustainable human resource policies to increase income satisfaction, reasonable workload, competence development, and greater autonomy at work. It is also clear that leadership issues (fairness in contact with superiors and recognition for work) mattered during this challenging time and have a high potential to improve employee loyalty in the future.

Motivation: Job satisfaction as an attitude that reflects an evaluation judgment of the various aspects of a job is an essential factor influencing employees as well as employers. The well-being of individuals, activity in the labor market, productivity, and turnover are examples of effects of job satisfaction. The inclusion of the circumstances of Poland and the Czech Republic countries and additionally young generations (GenY and GenZ) context enables the formulation of practical implications for increasing job satisfaction for both employers and employees in CEE countries.Aim: The research aims to identify factors that shape job satisfaction patterns among young adults, including age as an indicator variable in Poland and the Czech Republic. The identification is based on the two separate ordered logit models estimated in the group of young adults ages 18–29. The models were built upon the data collected in 2021 in a survey using the CAWI technique on a sample of 304 respondents in Poland and 259 in the Czech Republic.Result: The results of the logit models estimation indicate that job satisfaction in Poland and the Czech Republic is determined by various sets of factors considered in four dimensions, i.e., behavioral, economic, educational, and socio-demographic. Substantial differences between young adults in both countries were recognized. The greatest impact on job satisfaction in Poland has the willingness to control expenses and wage satisfaction. In the Czech Republic, job satisfaction is most strongly influenced by the imposition of rules that discipline expenditure and wage satisfaction.

Job satisfaction is a very important factor influencing the overall well-being of employees. It is of particular importance for young people entering the labour market after completing their education and gaining their first professional experience. The aim of the study is to determine the important factors influencing the overall job satisfaction of young people (at the age of 18–29) in Germany. These factors were divided into the following four groups: socio-demographic, describing working conditions, describing the atmosphere at work, and describing commitment and personal development. To achieve the goal set, methods of description and statistical inference as well as multinomial logit models for ordered categories were used. The calculations were performed using data collected in five waves of the Linked Personnel Panel survey in Germany in the years 2012–2021. Studies have shown that the average job satisfaction of young people aged 18–29 differs significantly from the average level of satisfaction of people aged 60 and over. The results of econometric model estimations have shown that socio-demographic factors have little impact on the level of job satisfaction. Investigations revealed that the strongest impact on the increase in job satisfaction had the following: before the COVID-19 pandemic – the atmosphere at work, followed by working conditions, and during the pandemic – engagement and personal development. <!----> <!----> <!----> <!---->

This study examines differences in stakeholders' perceptions of ESG issues in a European corporate group and their implications for double materiality assessment under the Corporate Sustainability Reporting Directive. Drawing on stakeholder theory, it analyses survey responses from 15 stakeholder groups and compares perceived ESG importance with management's assessment of financial materiality. The findings provide partial support for systematic intergroup differences, particularly for selected environmental and social issues, while governance assessments were more homogeneous. Stakeholders rated most ESG issues highly and relatively consistently, prioritizing product safety and employment‐related matters. Management assessments showed greater dispersion and assigned higher financial importance to energy transformation and digital security. The study contributes to sustainability management and non‐financial reporting research by demonstrating both the value and limitations of stakeholder surveys in materiality assessment. Such surveys should be complemented by qualitative validation, stakeholder education, and context‐specific evaluation of corporate impacts, risks, and opportunities.

The gender pay gap is one of the most important social problems. Many countries are taking action to reduce the gender pay gap. This is such an important topic that it has been included in the goals of the UN Agenda 2030. Due to the high complexity of this phenomenon, different approaches can be used to measure it. The aim of the study is to identify groups of countries with similar levels of gender pay inequality, with particular emphasis on the countries of Central and Eastern Europe. To achieve this goal, four indicators were used: the overall gender pay gap, the gender pay gap, median earnings by gender, and low-income earners by gender. On their basis, a ranking was constructed, and groups of countries with similar levels of inequality were identified. The results of the analysis showed that there is a large variation in the pay gap level in both the countries of Central and Eastern Europe and the remaining countries of the European Union. The smallest inequalities occurred in Romania, Slovenia, Lithuania, Bulgaria, Portugal and Luxembourg (only in 2018). The highest levels of inequality were noted in Czechia, Estonia, Germany and Austria. <!----> <!----> <!----> <!---->

Badania satysfakcji z pracy osób w wieku 50–60 lat są ważne w kontekście coraz silniej odczuwalnych niedoborów na rynku pracy, wynikających w dużej mierze ze zmian demograficznych. Postępujące starzenie się społeczeństwa jest coraz większym obciążeniem dla systemu emerytalnego, a przewidywane kwoty przyszłych emerytur stanowią niedużą część obecnie osiąganych zarobków. W związku z tym ważne jest możliwie długie utrzymanie starszych pracowników w stanie aktywności zawodowej. Znajomość czynników dających osobom powyżej 50. roku życia satysfakcję z pracy pozwoli na podejmowanie działań, które będą prowadziły do odkładania przez te osoby decyzji o przejściu na emeryturę. Duża satysfakcja z pracy zwiększa bowiem szanse na długą aktywność zawodową. Celem badania omawianego w artykule jest identyfikacja istotnych czynników wpływających na satysfakcję z pracy osób w wieku 50–60 lat pracujących w Polsce. Na podstawie danych zebranych w grudniu 2020 r. metodą ankietową od 181 respondentów skonstruowano wielomianowy model logitowy dla kategorii uporządkowanych, w którym analizowane czynniki pogrupowano w: behawioralne, ekonomiczne, edukacyjne i społeczno-demograficzne. Za pomocą modelu wskazano czynniki istotnie kształtujące satysfakcję z pracy. Z badania wynika, że największy wpływ na wzrost satysfakcji z pracy wywierają: satysfakcja z konsumpcji i wynagrodzenia, preferowanie przeznaczania dochodów na przyjemności, a nie na oszczędzanie, kontrola wydatków bieżących i samozatrudnienie.