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New practices and changes are appearing in personnel management in the same way as they occur in other areas of management. New trends, which have various ways of implementation, emerge, along with its impact on employees, managers and businesses. Employees are an important part of each business and therefore, it is important to have right people in right places. The objective of the paper is to find out how food businesses working in Slovakia are implementing an innovative approach to the personnel management. The research actively included 453 food businesses from all Slovakia. We decided to do research into these businesses because they are household names in the field of production of domestic food products. Production of high-quality domestic food products is considered important not only for people´s nutrition and availability of quality domestic products but also due to sustainability of the employment rate in this field, development and recruitment of professional, qualified and engaged employees. The statistical relations and correlations between variables were performed by Cronbach alpha, Spearman test, Kruskal-Walis test using programs EXCEL and SAS Enterprise Guide 7.1. We found out that food businesses in Slovakia had already started to implement innovative approaches to the personnel management, but there are still significant reserves and shortcomings. The positive aspect is that food business managers have understood importance of personnel management innovation because nowadays, their main task to find, recruit, select and retain a prospective employee.

The long-term interest of an enterprise should be to keep employees as long as possible, while at the same time they should deliver sustainable added value. The main goal of human resources management is to achieve success and competitive advantage through the strategic provision and deployment of capable and committed employees. The aim of the scientific paper is to point out the role of CSR activities in human resources management. We analyzed the topic in 331 food companies in Slovakia. The tool for analyze was the questionnaire based on the 5-degree Likert scale and controlled interviews. Data processing was performed using statistical program SAS Enterprise Guide 7.1. The statistical relations and correlations between variables were performed using Cronbach alpha, Spearman's test, Kruskal-Wallis´ test. Based on the results of our research and the verification of six established research presumptions, we can conclude, that we see important to ensure the balance between the working and private lives of all employees, not only managers, as well as provide the suitable space for their mental hygiene. The companies should deal with different opportunities within corporate philanthropy, which are closely related to the help and protection of various disadvantaged employees. It is also necessary to protect the intellectual property of employees and respect their rights and freedoms and systematically combat bureaucracy and corruption.

Research background: The success of family businesses abroad is not measured by profit, but is judged by the number of generations that have successfully mastered the succession process. This is why family businesses in Slovakia should also focus on long-term existence. Succession in a family business must be prepared with sufficient time in advance, as this is one of the most risky moments of its future. Purpose of the article: Successful management of the succession process in family businesses requires several years of preparation in different areas. The aim of this paper is to assess the readiness of Slovak family companies to owner generational change in application of selected factors in ensuring the smooth transmission of family businesses to the younger generation. Methods: The method of research was a questionnaire based on a 5-degree Likert scale, where the respondents expressed the degree of their agreement or disagreement with the particular statement. The questionnaire was filled by sample of 412 respondents — 206 family business owners and their 206 successors (son/ daughter). The statistical relations and correlations between variables were performed by Cronbach alpha, Spearman test, Kruskal-Walis test using EXCEL and SAS Enterprise Guide 7.1. programs. Findings & Value added: Slovak family companies have already passed or they are in the process of preparing or implementing the first generational change. We cannot be compared yet with family companies in Germany, USA or the Nether-lands because these firms are in the process of the fourth generation change in the ownership. The added value of this paper is the identification of deficiencies and reserves that prolong or expel the process of successful company transfer to a young generation. It is related to human capital — the professional competence of the successor and the willingness of the founder to leave, the absence of important business documents, or the effort to cope with the process itself.

Business practice requires creativity to be considered an important part of management because innovation is the result of it. The aim of the paper is to find out how is the creativity of employees supported in food enterprises in Slovakia. After evaluating the information obtained from structured interview and questionnaire based on the 5-degree Likert scale, there were used one way ANOVA Kruskal-Wallis test as well as Cronbach alpha and Spearman’s correlation tests. The survey also highlighted the significant innovation potential of food enterprises in Slovakia. Innovation and creativity development activities can be stimulated through the use of various techniques, with some having a specific effect on a subset of innovation types and others being applicable to a wide variety of innovations.

Generational transfer is a risky point in the life cycle of any family business, and thus the succession process should not be underestimated. Family businesses in Slovakia began to appear after 1989, and therefore many of them await the process of generational exchange in the coming years. For this reason, research on generational exchange has been limited. The aim of this paper was to evaluate the attitude of the owners of Slovak family businesses to the succession process and to reveal the key factors that positively or negatively affect this process. A semi-structured interview was selected as a tool for data collection, in which 74 family business owners took part. The findings were evaluated by the text mining method and afterwards transferred to a scatter diagram in concepts. Based on the clusters in the scatter plot, we revealed the key factors that the current owners consider to be a risk in successfully managing generational exchange. We found that only 48.64% of owners started the succession process, which proves the importance of solving the problem in Slovakia.