The aim of this paper is to identify the basic elements that must be taken into account when constituting the complete process of crisis management in an organisation. This study explains the following: the identification of the basic elements; the sequence of the basic elements’ relationships in the creation of crisis management; the reason for their importance in this process; terms; and the person/team responsible for their determination. The identification of the elements is based on a mind map. The logic progress of each action is presented in the network. Detailed graphical and tabular representations of the verbal accompaniment have been used to highlight the diversity of the activities and skills required when creating crisis management in an organisation. Thus, the elements presented and their relationships are a tool for managers. Their practical usefulness has been confirmed in several applications in different organisations.

Employee engagement has a major impact on both, staff performance and overall organisation performance. Factors affecting the level of engagement vary depending on the age of the workers. These differences should be recognised by the organisation and taken into account when increasing workers' engagement. Aim of this article is to introduce a new way how to evaluate the importance of employees’ engagement factors including also generation Y and provide the results of practical implementation of pilot research. The methods used to fulfil the aim were the modification and addition of already existing engagement model, which, however, does not reflect the differences of young employees on the labour market, and also Saaty’s method of determining weights. To fulfil the objectives, the authors have executed a survey by using the written questionnaire on a sample size of 664 respondents. Main outputs of the article include proposal of adjusted engagement model, questionnaire used to evaluate the importance of engagement’s factors and pilot practical application of evaluating the engagement’s factors of employees in a selected company.

Human resources management, which includes a wide range of activities, may vary between businesses. One of the reasons for these differences may be the fact that they are non-family or family businesses. The purpose of this study is to identify differences in the area of human resources management between non-family and family businesses operating in the Czech business environment. The authors formulated three research questions and two hypotheses. The article’s main findings are: non-family and family businesses do not substantially differ in human resources management. The article is formulating more general conclusions in the researched area, which can serve as a starting point for further directions of possible research on this issue.

Background: Employee well-being in the workplace benefits both individuals and organizations. Nevertheless, despite ongoing focus on this subject, there is no clear agreement regarding the exact role of employee well-being in human resource management (HRM) and its impact on organizational performance. Objective: This study investigates and determines how employee well-being contributes to HRM practices and organizational performance through a systematic review of existing research. Methods: To achieve the study's aims, the review and systematic reporting of empirical findings were standardized using the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines. This systematic review includes 20 studies published up to 2023. Results: Our results indicate a positive connection between HRM and organizational performance, such as job satisfaction and engagement, but also negative effects like exhaustion. Leadership moderates and mediates these effects, with employee well-being playing a key role. Employee voice and leadership can help mitigate negative outcomes. Conclusions: This review contributes to existing evidence on employee well-being. Its relevance and impact depend on subsequent empirical research utilizing appropriate methodologies to address key questions within the developing field exploring the link between HRM and organizational performance.

The aim of this paper is to create a competency model for the position of a sales manager in a manufacturing industry organisation according to the proposed methodology of the competency models creation. The competency model will be created using the AHP method and Saaty's method of determining weights. There is briefly explained the issue of competencies and competency models in the introductory part of the paper and then the used methods are clarified. The application part of the paper describes the methodology of the competency model creation and the process of the competency model creation for the position of a sales manager. The proposed methodology for the creation of competency models can be used in organisations of various specialisation and for any job position. Created competency models can be mainly used for employee selection, training and development, employee evaluation and remuneration.