Marcel Kordoš

The topic of this paper is the comparative analysis assessment of American and European (Slovak) systems of corporate culture describing the cultural differences within transnational companies. The study is comparing the American system of corporate culture with Slovak corporate culture model. The goal of this paper is to figure out the real model of an American enterprise within its interaction with European (Slovak) enterprise and detect the differences between them. Based on the SWOT analysis coming out of two surveys via questionnaires outputs, the comparative analysis assessment dealing with the successful symbiosis of foreign American company operating within the European (Slovak) enterprise environment will be worked out. The paper reveals the similarities and differences between the Slovak and U.S. corporate culture standards such as conflict avoidance, focus on relationships, self-confidence of comparing cultures, personal responsibility, one’s own initiative and autonomy and so on.

The Fourth Industrial Revolution bears major technological, demographic, and socio-economic changes affecting nearly every area in business. Within the human resources area, both a surplus of labor and the creation of brand new professions are to be expected. Industry 4.0 concept significantly affects labor productivity in individual countries and does not miss the Slovak Republic either. All segments of the labor market, not just industrial enterprises, will be affected. The present study aims to analyze the possible development of labor productivity in Slovak companies and determine its development in the next period, considering the decreasing number of working-age populations in terms of the fallouts on creation and termination of jobs and occupations. The questionnaire carried out in 319 enterprises in the Slovak Republic with a received response of 228 was a key research tool used to analyze the results of the survey. The findings show that although the labor force within the Slovak labor market will not increase, the labor force will decrease due to unfavorable demographic development. The overall productivity in Slovak companies will increase due to the new technologies implementation. The results have proved that the Industry 4.0 concept will significantly affect labor productivity in the world economy and the Slovak Republic. In particular, the recommendations aim to draw attention to changes in job structure and the need to reform the education system because of Industry 4.0 requirements.

Acknowledgments
This paper was supported by the Slovak Ministry of Education’s Scientific grant agency VEGA: “The impact of Industry 4.0 on jobs structure changes”. Project registration number: [Reg. No.: 1/0430/18].
This paper was supported by the Slovak Ministry of Education’s Scientific grant agency VEGA: “Assessment changes in the qualitative structure of international economic relations under the influence of Industry 4.0 with implications for the EU and Slovak economic policies”. Project registration number: [Reg. No.: 1/0462/20].

The implementation of the home office has changed the organization of work not only during the pandemic but also permanently, so it is considered challenging to explore the effects on work processes and the value orientation of employees. This study aims to identify the employees’ subjective perceptions of work productivity, as well as the advantages and disadvantages of home office during each wave of the COVID-19 outbreak, by taking into account the views of each generational cohort. The paper analyzes the effects of the home office on employee productivity in Slovak firms and its impacts on private life. Descriptive statistical methods were used to process the data obtained by questionnaire survey, conducted in several phases from September 1, 2020, till August 20, 2022, on a sample of 1167 respondents reached by random selection. The questionnaire was distributed through social network sites and targeted at people who use information and communication technologies, which is a requirement of the home office. The hypothesis was verified using the chi-square test. Based on the survey results, workers who use home offices feel isolated and prefer a combined form of work; they lack social contact, which reflects negatively on their mental health. The combined form of work also significantly impacts the sustainability of work productivity. The study recommends that organizations ensure work-life balance, understanding the particular generations working within the home office.

Type of the article: Research Article

Abstract
Hospital nurses are exposed to sustained cognitive, emotional, and organizational demands that elevate the risk of burnout. This study tests whether work engagement functions as a protective factor, whereas workload constitutes a risk factor for nurse burnout in hospital settings. We conducted a national cross-sectional survey of registered hospital nurses in Slovakia across public and private hospitals between September and October 2024. Given a finite population of 31,395 registered nurses in 2024, the minimum required sample at 95% confidence and a 5% margin of error was approximately 380; we analyzed 500 valid responses. Data collection was conducted using a standardized questionnaire, distributed online via Google Forms and in paper form upon request. Standardized scales captured work engagement (A1–A17), workload (Z1–Z6), and self-reported burnout; data were analyzed using multiple linear regression. Participation was voluntary and anonymous, and all respondents provided informed consent. The model was statistically significant and explained 39.3% of the variance in burnout (F = 64.09; p < 0.001). Higher engagement predicted lower burnout (β = −0.591; p < 0.001), whereas higher workload predicted higher burnout (β = +0.945; p < 0.001). These findings indicate that strengthening work engagement and managing workload represent complementary, actionable levers to mitigate nurse burnout in hospitals. The study provides effect-size estimates from a national sample, clarifies the protective role of engagement while controlling for workload, and offers direct targets for hospital HR policy (e.g., autonomy, recognition, staffing, and process optimization).

Acknowledgments
This study was supported by the ESG project No. D12_2024, “The impact of human resource practices on the sustainability of the nursing workforce (nurses) in hospitals,” and was also conducted as part of the completed APVV project No. 19-0579, “Personnel management processes set up in hospitals and their impact on the migration of physicians and nurses to work abroad.”