Organizational Culture and Employment Termination

An agreement restricting an employee's use of confidential information acquired during their employment. It prevents the employee from sharing or using this information in a way that could harm the employer.

A specific clause in a confidentiality agreement that sets a financial penalty for breaching the agreement. This penalty must be reasonable and justified based on the potential harm caused by the breach.

A fixed-term employment contract has a specific start and end date. Its duration cannot exceed 3 years and can only be renewed twice.

An employment contract where the duration is not explicitly defined. This means the job continues indefinitely until either the employer or employee decides to end it.

A specific type of employment contract tailored for individuals holding managerial positions. They may have different terms and conditions compared to ordinary employment contracts.

A trial period in an employment contract. This period allows both the employer and employee to assess their suitability for the job. It cannot exceed 3 months for ordinary staff or 6 months for managers and cannot be extended.

An agreement where an individual performs work for another party (employer). It has limits on the amount of work performed, typically not exceeding 300 hours per calendar year.

An agreement setting a time limit on how long an individual can work on a specific activity for a particular client. This limit is set at 20 hours per week, translating to approximately 1000 hours per year.

Ignoring or not reinforcing a behavior, leading to a decrease in its frequency.

A theory suggesting that basic needs must be satisfied before higher-level needs become motivating. It outlines a hierarchy of human needs: physiological, safety, social, esteem, and self-actualization.

The highest level of Maslow's hierarchy, involving the desire for personal growth, creativity, and fulfillment.

A theory proposing three categories of needs: Existential (basic survival), Relational (connection and belonging), and Growth (personal development and achievement).

The desire to achieve success in competition, often driven by a need for recognition and accomplishment.

The desire for friendly and compassionate relationships, emphasizing connection and belonging.

The desire to control and influence others, often seeking positions of authority and power.

A theory suggesting that motivation is driven by the perceived relationship between effort, performance, and outcomes, as well as the value placed on those outcomes.

Ending employment by mutual consent of both employer and employee. This process requires a written agreement and the employment ends on the agreed date.

Ending employment through a formal written notice from either the employer or employee. This notice must include the reason for termination and must be based on valid grounds as defined by the Labour Code.

The period of time an employee must work after providing notice of termination. In most cases, the notice period is two months, starting at the beginning of the next month in 2024 and immediately on the day of notice in 2025 onwards.

The employer or part of the employer ceases to exist.

The employer or part of the employer moves to a new location.

An employee's job is no longer needed due to changes in the employer's tasks, equipment, workforce size, or organizational structure.

An employee can no longer perform their job due to a medical condition related to an occupational accident, disease, or risk of such a disease.

An employee is unable to perform their job permanently due to a medical condition.

The way people perceive and understand the culture of an organization. It's their subjective interpretation of the culture's characteristics and quality.

Behaviors and practices that reflect the company's values and beliefs. It's the 'DNA' of the organization, influencing how people work, communicate, and interact.

A strong company culture where employees are focused on achieving high performance and exceeding expectations. It encourages excellence and continuous improvement.

A culture where individual needs are secondary to the overall success of the company. Everyone works together as a team towards a collective goal.

A culture where employees are open and honest about their ideas, feedback, and concerns. It fosters transparency and collaboration.

The minimum wage is the lowest legal wage that can be paid to an employee. In the Czech Republic, it does not include overtime, holiday pay, night work, or weekend work. This means that these additional hours are compensated on top of the minimum wage.

The average wage in the Czech Republic is calculated by the government each quarter. The average gross monthly wage in the 2nd quarter of 2024 was 45,854 CZK. The median wage is the midpoint, meaning half the employees earned above and half below this amount. For the same period, the median wage was 38,529 CZK.

The guaranteed wage is the salary or wage an employee is entitled to receive for performing their job. It is calculated based on the agreed upon pay and cannot fall below the minimum wage set by the government.

The guaranteed wage in the Czech Republic is divided into eight groups, based on how complex, responsible, and demanding the work is. These groups help determine the minimum wage that must be paid for each job category.

A performance appraisal is a systematic evaluation of an employee's work performance and achievements. It includes both formal and informal reviews.

Informal appraisals are casual, frequent discussions between managers and employees about their work. They are not documented and focus on immediate performance.

Formal appraisals are structured, documented reviews that take place at specific intervals, like annually. They encompass several important characteristics like a written record and acknowledgement by the employee.

Performance appraisals serve several important functions, including recognizing good performance, motivating employees, providing training opportunities, and influencing the overall work environment.

Symbols that are perceived by sight, sound, and smell, which consciously influence meaning.

These represent a collection of narratives, myths, and stories used within an organization to convey values and culture.

Actions that are used as symbols within an organization, such as rituals or ceremonies, that represent organizational values and beliefs.

Material objects that symbolize key aspects of an organization's culture, such as logos, uniforms, or specific buildings.

Individuals who embody and exemplify the core values of an organization, becoming role models and inspiration.

Stories and legends passed down within an organization that showcase the values and behaviors associated with organizational heroes.

The process of systematically analyzing and understanding an organization's culture, including its values, beliefs, and practices.

A deliberate and planned approach to shaping an organization's culture, involving communication, role modeling, and resource allocation.