Zulqarnain Mushtaq, Wei Wei, Maimoona Sharif, Abbas Ali Chandio
Tobacco is one of the most important cash crops and is considered as a domineering industrial crop. Tobacco is more proficient than any other crops to produce a massive amount of biofuel if cultivated for energy production instead of smoking (Andrianov et al., 2010). Pakistan is the world’s 8th largest tobacco producer (Shahbandeh, 2020). Over 75,000 farmers are cultivating tobacco in Pakistan. The crop was cultivated about on 51,000 hectars with a total production of 113,000 tones during 2017 (GOP, 2018). Tobacco crop got a significant place in the economy of the country by accommodating 350,000 workers directly and indirectly and is also adding up revenue of over Rs. 300 billion per annum. It is also providing a livelihood to about 1.2 million people in the country (Board, 2018). It is worth mentioning that tobacco has witnessed a decrease in production during 2016 with negative growth of 2.6 percent, over the same period last year (GOP, 2018).
Miroslav Jurásek, Petr Wawrosz
Cultural intelligence (CQ) is the ability to effectively function in a culturally diverse environment and succeed in such environment (Ang et al., 2007). CQ gives people and organizations a competitive advantage in international markets (Ang & Inkpen, 2008; Groves & Feyerherm, 2011) and is seen as a prerequisite for the success of any subject in an international environment (Elenkov & Manev, 2009; Creque & Gooden, 2011; Groves & Feyerherm, 2011; Livermore, 2015). Present success or failure in an international and intercultural environment is strongly affected by intercultural sensitivity, cultural intelligence, and ‘cross-cultural competencies’ as an overarching way of thinking (Johnson et al., 2006). These competencies make people more capable of making important global strategic decisions and communicating better on an intercultural level.
Dana Egerová, Lenka Komárková, Jiří Kutlák
Generational differences in various workrelated characteristics such as work values, motivational drivers, preferences and workplace expectations have become a widely discussed research and intervention topic in recent years (Lyons & Kuron, 2014; Campbell et al., 2015; Sobrino-De Toro et al., 2019). The growing interest reﬂects the impact of the demographic, economic and technological shifts in society on the world of work and on how organisations maintain a multigenerational workforce (Lub et al., 2016). In recent years, research has primarily focused on the members of three generations (Baby Boomers, Generation X and Generation Y) to explore the features that differentiate these generations from each other in terms of workplace values, expectations, attitudes and organisational outcomes (Moore et al., 2015). At present, the next generation of employees – Generation Z – is about to enter the labour market, which will present challenges and opportunities for both researchers and companies (Knapp et al., 2017; Rodriguez et al., 2019).
Nikola Šubová, Ladislav Mura, Ján Buleca
The financial crisis of 2007/2008, known as the global financial crisis, caused by a combination of an asset price bubble in the real estate sector and a credit bubble leading to excessive leverage, highlighted the importance of the household sector for financial stability of the whole economy. Easy to get a loan and the belief that the house prices would appreciate encouraged more borrowers to get into debt. American households and financial institutions became deeply indebted. At the end of 2007, American households’ total loans and debt securities relative to the GDP was 98.55% (International Monetary Fund, 2020). Mortgage defaults caused by the financial crisis affected financial stability also in European countries. The household sector can influence the economy mainly due to its size and position on the financial markets, but on the other hand, the economic situation of households is also affected by various social, economic, and political changes.
Miloš Hitka, Jozef Ďurian, Silvia Lorincová, Bianka Dúbravská
In recent years, the importance of human resource management in companies has been growing unstoppably. It is related to the growth of modern technologies, the education of the population, dynamic movements in the market of goods and labour, the democratisation of society, etc. However, in the face of growing pressure, the complexity of change, and the competition they face on a daily basis, most executives have to cope with the growing conflict and divide between management and leadership requirements of organisations. Managers work under a lot of pressure and stress, so they do not have the time and sometimes the desire to be a leader, and conversely, leaders do not manage to be managers. Combining the two functions is extremely difficult. Because every company works first and foremost with people, there is always a large number of tasks that the company must successfully solve in order to exist. Since human resources are of strategic importance to everyone today, they are a prerequisite for the existence of the company and its further development.