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This paper presents the possibility of creating motivational programs for employees working in small and medium-sized enterprises (SMEs). The applicability of the proposed option is verified and presented to a medium-sized enterprise operating in the wood-processing industry in Slovakia. Using cluster analysis, three motivational-oriented groups were defined in the category of managers and three similar motivational-oriented groups in the category of workers. Subsequently, the sampling units were tested by the Tukey’s honest significant difference (HSD) test. In this way, the significance of the differences in arithmetic mean and the standard deviation of the individual motivational factors of the monitored sets at the significance level α = 0.05 were defined. The result of the analysis is a plan to create a group motivational program. The content of this program is a common motivational factor for groups, supplemented by employee-specific factors. Currently, businesses apply unified motivational programs based on two, three, or four main motivators. However, improperly designed and applied motivational programs have a negative impact on employees and do not motivate them to maximize performance. By implementing this method in wood-processing SMEs, the company’s performance can be increased, as the needs of most employees would be met.

The aim of this study was to identify the differences in the perception of the preferred level of corporate culture in Europe (Czech Republic and Slovak Republic), Asia (the People’s Republic of China (Beijing Municipality), and the Russian Federation (Sverdlovsk region). The research methodology was based on the Organizational Culture Assessment Instrument, which is a well-known and widely used measurement tool developed by Cameron and Quinn (1999). Based on statistical verification through an analysis of variance and Tukey’s honest significant difference (HSD) test, similarities in corporate cultures were seen for employees working in the Czech Republic, Slovak Republic, and People’s Republic of China, and there was a demand for a clan corporate culture. In the Russian Federation, employees preferred market and hierarchy corporate cultures. Furthermore, the corporate culture within the Baby Boomer, X, and Y generations was analysed. Within generations, major inter-regional differences were not confirmed. A positive corporate culture can contribute to further strategic development of companies and successful operation in the market.