M12 - Personnel Management; Executives; Executive CompensationReturn

The Covid-19 pandemic has had a significant impact on the service sector. This paper aims to assess how firms in the service sector changed their behavior during the covid-19 pandemic regarding innovations and using flexible forms of work. We obtained responses from approximately 300 companies operating in the Moravian-Silesian region service sector through a questionnaire survey. We show that the most common innovation firms use organizational and process innovation. Moreover, we found that larger, younger, and more internalized firms enjoyed more innovation during the pandemic than others. While changes in part-time jobs and agreements held outside the employment relationship are temporary, changes in home office use and outsourcing appear to be permanent.

This paper empirically examines the influence of desk sharing on the various forms of employee commitment. Previous literature has examined the influence of innovative workspace on employee satisfaction as well as the possible the benefits and disadvantages of desk sharing, but not the influence desk sharing may have on employee commitment. Our study examines the level of commitment in organisations that apply desk sharing compared to those with traditional office settings, finding that desk sharing does not necessarily have a negative influence on commitment. Indeed, desk sharing employees show higher level of affective commitment when applied moderately. However, a radical application of desk sharing leads to lower commitment; thus, when applying desk sharing it is important to consider the specific conditions, organizational needs as well as managerial example. The findings point to a number of implications relating to the application of desk sharing and other flexible office settings.

Foreign-owned firms enter foreign markets for traditional reasons (market acquisition, securing resources, and diversification), but lately they have also been seeking better economies of scale and a more rational allocation of expenditures, via shifting processes and activities to lower-cost countries. The aim of this paper is to analyse the major foreign direct investments (FDI) and impacts on Human Resource Management through seven case studies in Austria, Czech Republic, Hungary and Slovakia. Multinational Corporations are considered the driving force behind the internationalization of business. The shift from a domestic to a global business perspective also has a profound impact on corporate human resources management activities. The analysis confirms the general viewpoint in literature that HR work in subsidiaries of MNCs has shifted from an administrative role to a strategic contributor role. The strategic impact is especially big when it comes to fields which need to be "culturally translated": recruitment, compensation and benefits, and talent management. However, that influence is still limited to national HR work on a national level.