Research background: The fundamental conclusions about the relationship be-tween personnel management and organizational performance can be also applied to personnel management in primary and secondary schools, which play an important role in the society. There is no doubt that headmasters, deputy headmasters and other school managers who want to achieve excellent performance of their schools, must pay special attention to management of all employees (including teaching and non-teaching staff) because their abilities, motivation and performance determine the desired results of schools. Purpose of the article: The purpose of the article is to define particular categories of man-agers in Czech primary and secondary schools and specify their responsibilities and competencies in personnel management in order to propose an optimal organization of personnel management at Czech schools. Methods: Achieving the purpose of the article is based on the analysis of available scientific literature and the results of the authors' questionnaire survey on the organization of personnel management at Czech primary and secondary schools. The survey was conducted from January to March 2017. The respondents were headmasters, deputy headmasters and other managers of Czech primary and secondary schools. The relevant data were obtained from 90 respondents. The data analysis was based on the calculation of relative frequencies and the evaluation of the dependence of responses using contingency tables and chi-square tests of independence. Findings & Value added: The findings show that responsibilities for managing teaching and non-teaching staff at Czech schools belong not only to headmasters, but also to other managers at schools, including deputy headmasters, head teachers, heads of school clubs, heads of school canteens, educational consultants, school psychologists, treasurers, or school caretakers. Anyone who influences and directs others in the organization should be involved in personnel management and participate in various personnel management activities related to employee selection, appraisal, compensation or training. The significant competencies of headmasters and other managers in personnel and school management include managerial competencies (the ability to manage others), personal competencies (the ability to manage yourself), or professional competencies (the ability to manage the school).

Entrepreneurship education largely influences the social and economic dimensions of many countries. In the framework of development, frequent changes seek to discover the most effective way of adopting and integrating educational services to meet the requirements of the labour market. This paper aims to analyse entrepreneurial competence in a teaching context from the students’ perspectives. The main objective of the research study aims to measure students’ attitudes towards entrepreneurial intentions, as impacted in an entrepreneurial teaching context. Additionally, it seeks to highlight the significance of the entrepreneurial competence of the lecturing team that goes beyond traditional teaching methods and focuses on fostering an educational environment. As entrepreneurial competence guides opportunity identification by combining skills, knowledge, and attributes and developing them into values, it bridges the gap between teaching and learning, preparing the students to cope with the challenges of the entrepreneurial world. The data were gathered by administering a structured questionnaire that focuses on the perspectives of students in the third cycle of study. The disseminated questionnaire included closed-ended questions related to the entrepreneurial education context, the entrepreneurial competence of the lecturing team, and entrepreneurial intentions. The results of this study demonstrate that the relationship between the entrepreneurial competence of lecturers and entrepreneurial education is crucial for fostering a dynamic and effective learning environment to enhance the entrepreneurial intentions of the students.

Research background: Working from home (WFH) has become the norm for many people around the world due to the coronavirus pandemic. It has accelerated the implementation of WFH and has raised questions about its further use. Purpose of the article: The article analyzes the experience of employees in the Czech Republic with WFH during the coronavirus pandemic to identify perceived benefits, difficulties, skills, and conditions related to WFH, assess the employee desire to work from home depending on their industry, age, and gender, and propose actions for further use of WFH beyond the coronavirus pandemic. The statistical verification of the dependence of the desire of employees to work from home beyond the coronavirus pandemic on their industry, age, and gender is integral to the analysis. Methods: The analysis is founded on data from the authors' online questionnaire survey conducted from December 2021 to September 2022. Responses from 480 employees who experienced WFH during the coronavirus pandemic in the Czech Republic are analyzed. Statistical non-parametric methods for the analysis of nominal data are used to verify defined hypotheses. Findings & value added: A research gap concerning the further use of WFH in the Czech Republic and elsewhere by considering the employee experience is met. The findings have revealed the desire of more than half of surveyed employees to continue working from home part-time to achieve reasonable work-personal-family well-being. The desire turned out to be dependent on the employees' industry. Within further use, WFH should be taken as a specific work pattern for suitable professions and individuals with adequate organizational and technical support. Three matters concerning performance agreement, work environment, and self-management are proposed to enhance work-personal-family well-being and thus job satisfaction and productivity of homeworkers. The findings and proposals can help any theorist and practitioner interested in WFH.

The paper focuses on some current differences in the current two-generation approaches in the labour market to employment, working conditions and people management. The findings are based on repeated surveys since 2009 focused on the opinions of full-time and part-time students and graduates of some economic and managerial fields of three universities in the Czech Republic and the opinions of selected employees of several companies. The results show that some approaches to work and working conditions differ significantly by age of respondents.