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Abstract. Motivation can be changed significantly in dependence on meeting human needs, life situations, internal and external environment, etc. It is caused by different factors which affect motivation in different ways. These factors do not act separately but they are a part of mutually connected network of specific relations. In the paper we show the possibility of the impact of age, education and seniority on the motivation of employees. The level of employee motivation and employee performance can be influenced by means of their detailed knowledge.

• The paper deals with the motivation of employees of a woodworking enterprise and analyses the level of individual motivation before (2004) and after the economic crisis and its effects in Slovakia (2012)

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The ability to do business successfully and to stay on the market is a unique feature of each company ensured by highly engaged and high-quality employees. Therefore, innovative leaders able to manage, motivate, and encourage other employees can be a great competitive advantage of an enterprise. Knowledge of important personality factors regarding leadership, incentives and stimulus, systematic assessment, and subsequent motivation factors are parts of human capital and essential conditions for effective development of its potential. Familiarity with various ways to motivate leaders and their implementation in practice are important for improving the work performance and reaching business goals. Pearson’s chi-square test is used to test correlation between the motivation factors relating to career aspiration and education. Following the research results, the fact that there is dependence between the motivation factors relating to career aspiration and completed education can be stated. The motivation factors relating to career aspiration are important, even very important for highly educated employees and employees with upper secondary education. Following the research results, the fact that the requirements and expectations relating to career aspiration are more demanding when the education completed by employees is higher is confirmed.

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Motivating the employees is considered one of the essential manager’s skills. Knowledge of powerful motivation factors allow managers to motivate employees effectively. It results in motivated employees able to affect a success of enterprises and its competitive advantage. Following the research carried out using 34,000 Slovak employees, the importance of motivation factors relating to finance was defined. Tukey’s HSD test, as a part of the ANOVA analysis, was used for extensive investigation into the most important motivation factors relating to finance. It is supposed that motivation of employees of different gender, age and job position will differ. The suppositions were confirmed by the results achieved in the research showing significant differences between individual employee categories of managers, blue-collar workers and white-collar workers. Taking into consideration the results, managers are suggested to concentrate on motivating the employees as parts and not as a whole because of the differences in the needs of employees in terms of gender, age and mainly job position.

The main goal of human resource management (HRM) is to create conditions that allow enterprises to run businesses effectively by following the maximum performance and sustainability of business processes, which are key factors for an enterprise to succeed on the market. For effective management of employees as a part of HRM, systematic employee motivation is necessary because human resources are a key factor for achieving enterprise sustainability. As employees can be motivated by everything stimulating their activity, the aim is to define the importance of employee motivation through the most important motivation factors relating to mutual relationships. The emphasis is put on the identification of statistically significant differences in terms of socio-demographic features of employees. At a significance level of 5%, the statistically significant differences in terms of gender, age, and job were tested further using Tukey’s honestly significant difference test. The research results showed a large number of statistically significant differences between individual employee categories. This leads to the conclusion that employers should focus on creating individual motivation programs for employees and not approach employees uniformly because of their various needs. Creating individual motivation programs for employees should respect their needs in terms of gender, age, and job position. Enterprises are recommended to focus their motivation programs on supporting motivation factors related to finance, mutual relationships, and work conditions.