Technological Progress and Workforce Development: The New Work Organizational Processes as Challenges and Opportunities for Micro-Enterprises

Abstract

(1) Background/Purpose: Our research focuses on stakeholders’ attitudes in the Slovak SME sector, which we assessed through a questionnaire. The ability to evolve and adapt continuously is critical for micro-enterprises in competitive markets. (2) Study Design/Methodology/Approach: The primary objective of our research is to gain a comprehensive understanding of the new work organization processes in SMEs operating in a rapidly changing economic environment. Our research employed a single-sample cross-sectional sampling method, wherein respondents completed a questionnaire within a defined time frame. The primary data collection was carried out using a questionnaire containing closed questions. The research assesses the opinions of the respondents regarding the problem under study over a given period of time. The survey was conducted online. (3) Findings: 31% of the companies surveyed considered that introducing new work organization processes would make the company more adaptable to the changing economic environment. Only one-third considered involving employees in the processes the most important means to achieve this. Higher employee satisfaction is reported as a positive by 24% of companies. However, only a quarter of them believe the best way to achieve this is to involve employees in processes. For micro-enterprises, limited resources and smaller staff prioritize effective communication, and gaps can cause significant difficulties. Regarding the sample examined, among the hypotheses based on the literature background, we were only able to accept hypothesis H3 with modifications, which states that the biggest challenge for micro-companies in the industrial sector in a competitive market is understanding new technologies when improving employee skills. (4) Originality/Value: The research shows that micro-enterprises are particularly sensitive to the challenges associated with new technologies, which can be important information for designing training programs and developing support strategies for enterprises.

1. Introduction

This study aligns closely with the objectives of the Special Issue on Entrepreneurship for Economic Growth, as it addresses the critical role of micro-enterprises in fostering economic development and competitiveness in a rapidly evolving environment. Micro-enterprises represent a substantial share of employment and economic value creation, particularly in Slovakia, and their ability to adapt to technological and organizational changes is vital for sustained economic growth.

By focusing on how micro-enterprises navigate technological disruptions and innovate their work organization practices, this research contributes to the broader discourse on entrepreneurial resilience and adaptability—key drivers of economic dynamism emphasized in the Special Issue. Furthermore, the study’s empirical insights into workforce development, digital skill acquisition, and new forms of work organization provide practical implications for policy-makers and business leaders striving to enhance productivity and innovation within smaller firms. In particular, the investigation into the specific challenges and adaptive strategies of Slovak micro-enterprises fills an important regional gap in entrepreneurship research, contributing valuable context to global discussions on entrepreneurship-led economic growth. By emphasizing the intertwined roles of human capital development, technological innovation, and flexible organizational structures, this work underscores the mechanisms through which entrepreneurship stimulates economic advancement at both local and national levels. Thus, the study not only enriches academic understanding but also supports the policy and practice-oriented goals of the Special Issue, highlighting pathways to strengthen micro-enterprises as engines of economic growth in Central Europe and beyond.

Today’s economic environment is changing dynamically, where the key to business success lies in the ability to continuously adapt and develop. This is especially important for micro-enterprises in the competitive sector, as small, flexible structures can respond faster to market changes by applying new technologies, work organization principles and methods. The economic importance of micro-enterprises lies primarily in the fact that they employ nearly 72% of those working in the private sector, and in addition, they account for more than 50% of total economic value creation in Slovakia (SBA, n.d.). Although their economic importance is unquestionable, it is also a fact that these companies have relatively low productivity, are less innovative and have limited capacities in terms of increasing productivity, investing in R&D activities, and digital development (Grenčíková et al., 2020).

Such companies are not only able to develop innovative products and services, but also face challenges in the field of work organization, human resource management and technological innovations, the successful management of which is essential for gaining a competitive advantage (Alimaningtyas et al., 2024). The intertwining of labor and technological development is one of the most important challenges of our time. Labor development is essential for companies, since in the dynamically changing digital world, in addition to traditional forms of training, new types of training that emphasize technological and digital skills are gaining increasing emphasis (Schiliró, 2023). The acquisition of new types of competencies not only affects the performance of employees, but also determines the adaptability and even the long-term success of the company. A well-trained and committed workforce is key to the future sustainability of companies (Faina & Almedia, 2020). The importance of the information and communication sector in the 21st century economy is undeniable. In the operation of such micro-enterprises, it is particularly important to continuously follow and apply the opportunities offered by rapid technological development (Anggadini et al., 2021). The rapidly changing technological environment poses new challenges for employees, who not only need to expand their current knowledge, but also their experience in handling constantly evolving digital tools and applications. The rapid obsolescence of expertise and the need to quickly acquire new professional knowledge require continuous efforts for both the company and the employees (Choori, 2023). Flexible working hours, teleworking or project-based working are all new methods that greatly influence the employee experience. Motivating and actively participating in learning processes also plays a central role, as involvement not only helps to increase their performance, but also their commitment. This type of work organization process not only improves the workplace atmosphere and efficiency, but can also bring about a significant change in employee satisfaction, which is essential for the long-term stability of the company (Wlodarkiewicz-Klimek, 2021). All of these issues contribute to the development of micro-enterprises in the competitive sector and their adaptation to future challenges.

In recent years, not only methodological innovations but also new regulatory and theoretical frameworks have emerged, enriching the application of foresight and futures studies in public policy-making. For example, Galvin (2025) points out that the theoretical foundations of deliberative democracy and perspectival realism can support the treatment of foresight programs not merely as strategic or risk-assessment tools, but as integrated elements of political decision-making, providing new epistemic legitimacy and social participation. As another example, Ahern (2025) demonstrates that the emerging anticipatory regulatory culture in the EU—characterized by iterative regulatory learning, pilot regulations, and policy labs—can create structures capable of responding to the rapid pace of technological and social change.

The presented primary research reveals answers to our research question, which is: How do microenterprises adapt their intra-company work organization processes to technological changes in today’s rapidly changing economic environment?

In order to successfully navigate this complex environment, continuous development of the workforce, the introduction of new forms of work organization and innovative thinking are essential. Finding the right strategies, policies and practical measures will be the decisive factor for the workplaces of the future. The theoretical contribution of the study is primarily to prove the validity of the findings defined in the used foreign literature in the Slovak context of the researched problem area. The main practical contribution is that Slovak micro-enterprises are particularly sensitive to the challenges associated with new technologies, which can be important information for designing training programs and developing support strategies for enterprises.

The novelty of this research lies in the fact that it examines the specificities of the introduction of new work organization processes and their adaptation to technological developments among Slovak micro-enterprises, a topic that has been covered only to a limited extent in the international and regional literature so far. What makes the work unique is that the sample includes a significant proportion of micro-enterprises from different sectors, whose resource and competence constraints result in specific organizational challenges. The research approaches the topic with a quantitative, empirical method and analyzes the connections between organizational practices and employee skill development with statistical tests. The study thus not only reveals the challenges facing micro-enterprises, but also provides concrete, data-driven evidence on the effects of technological changes and new forms of work organization in the Central European context.

Although the topics of technological developments and new work organization processes are receiving increasing attention worldwide, the number of empirical studies on microenterprises, especially in the Slovak and wider Central European context, is limited. Most of the international literature contains macro-level analyses or case studies of larger companies, thus less discusses the specific resource constraints, competence gaps and difficulties of microenterprises in adapting to rapid technological changes. Regional research also rarely focuses on how technological innovations and work organization processes affect employee skills development, corporate flexibility and long-term competitiveness in microenterprises. This study aims to fill this gap by presenting the results of empirical research on microenterprises in Slovakia, with a particular focus on the challenges arising from technological developments, new work organization practices and the degree of employee involvement. Our results contribute to the expansion of the regional literature and provide practical guidance to decision-makers and business leaders in developing targeted training programs and support strategies.

2. Theoretical Framework

The key to the efficiency and competitiveness of companies is the continuous development of work organization processes and the appropriate training of employees. In a dynamic economic environment where the market is changing rapidly, work organization strategies must be flexible in order to respond to continuous challenges. New work organization processes such as digital transformation, teleworking, hybrid working or the use of project-based organizational structures are all among the possibilities for adaptation; however, these changes often reveal training gaps that can hinder proper functioning (Pan, 2024).

Digital Work Organization

The new work organization models and processes that have emerged in the life of companies in recent decades are fundamentally different from traditional office work structures. Teleworking, hybrid working, flexible work schedules and project-based teamwork allow employees to work more independently, while at the same time adapting better to personal needs. This type of work organization not only helps to create a balance between work and private life, but can also have a positive impact on increasing productivity, provided that the appropriate infrastructure and employee commitment are developed (Teichert et al., 2023). The integration of digital tools and technological innovations adds a new dimension to work organization. Virtual community platforms, cloud-based applications and collaboration software all contribute to the smooth implementation of new work orders. However, such changes, even if they seem beneficial at first, can also pose various difficulties. Adapting to new work organization principles can involve serious changes that may also affect the preparedness of the workforce (Fitzgerald & Evans, 2024). Recent empirical evidence confirms that digital transformation not only introduces new technological solutions but also fundamentally reshapes organizational structures. Shahzad et al. (2025) highlight that digitalization in industrial organizations accelerates the shift towards flatter hierarchies and decentralized decision-making, enabling faster responses to market and technological challenges. Their results underline that without adapting the internal structure, the efficiency potential of digital tools cannot be fully realized. Developing employee skills is essential for companies to successfully adapt to new work organization processes. However, in many cases, workers do not have the necessary competencies to work effectively, especially when they need to use new technological tools, programs or online collaboration platforms. The undernourishment of the workforce in terms of the necessary training can pose serious challenges for both employees and managers (Oluwaseun, 2020). One of the biggest challenges for companies lies in the fact that they often do not provide sufficient training programs that would help employees quickly master new technological developments. There may be several factors behind this: on the one hand, company management does not always foresee that the application of new forms of work organization entails serious educational and training needs, and on the other hand, the budget constraints of companies do not always allow for the provision of training of the appropriate scale and intensity. The lack of education and training is particularly true for micro-enterprises, which often lack qualified HR or training professionals to manage this task (Azeem et al., 2024). Without training, employees will not be able to develop digital skills or operate new work organization systems, which will have a direct impact on the productivity and adaptability of the company. Once these training gaps are identified, providing appropriate training opportunities is essential to facilitate effective adaptation. Education and development can focus not only on technical skills, but also on expanding the general competencies of employees, which will allow companies’ employees to perform their tasks more effectively in an ever-changing environment (Lee, 2023). It is essential for companies to recognize training gaps and take appropriate measures to address them. Training should not be a one-time event, but an ongoing process that fits into new work organization models and company strategies. Corporate training allows employees to not only stay up-to-date with technological changes, but also to be able to creatively apply new methods in their work (Rikala et al., 2024). Training programs should take into account the needs of different levels of employees. For example, while some workers may need to develop their digital skills, others may need to expand the competencies needed to adapt to changing work schedules. Personalized training and mentoring are key to effective adaptation (Arulsamy et al., 2023). In addition, blended learning, i.e., combinations of online and traditional learning, is gaining increasing importance, which allows learning opportunities to be accessed flexibly and quickly, regardless of location and time. Virtual training platforms, e-learning systems and online workshops allow companies to quickly respond to new work organization expectations and adapt to market changes. The advantages of online learning, such as cost-effectiveness and global availability, can make it an attractive alternative, especially for micro-enterprises (Daskan & Yildiz, 2020).

ICT Sector Challenges

The information and communication sector (ICT) is one of the most dynamically developing and important sectors of the modern economy, which not only serves as a source of new technologies and innovations, but also fundamentally contributes to social and economic transformations (Anggadini et al., 2021). As digitalization and technological development progress, the ICT sector extends to all areas of company operations, service provision and communication, and affects an increasing number of industries and sectors. Nevertheless, while the ICT sector is constantly creating new opportunities, it also faces a number of serious challenges that urge maintaining competitiveness and rapid development (Ivanová & Grmanová, 2023). Micro-enterprises, especially those operating in the ICT sector, face a number of specific challenges that often make it difficult to adapt to the rapidly changing environment. Technological acceleration, workforce training needs, and the search for innovative solutions are all among the biggest obstacles (Paweloszek et al., 2023).

Technological development is happening at an extremely fast pace, and this is especially true for the information and communication sector. New digital tools, applications and software bring change every day, which increases industry competition and forces companies to continuously innovate. Smaller businesses need to respond quickly to new developments, but the pace of technological change can sometimes be too fast for companies to keep up. For employees and managers, continuous learning of new technological solutions is key to staying competitive (Yang, 2023). Continuous learning and updating of the workforce are essential to keep up with technological acceleration, but training opportunities and resources for this are often limited for a micro company. In addition, adapting to the latest technological trends is not just a simple task, but also involves strategic decisions such as choosing new tools and platforms, implementing them and maintaining them in the long term (Billiot, 2023). The rapid development of the IT in the sector of SMEs also raises the need for the necessary expertise. Innovations, especially new developments and applications within the information and communication technology industry require expert-level knowledge and skills, which are essential for the introduction of any new technology. However, due to constantly changing market demands and a rapidly evolving technological background, many employees do not have the digital and technical skills that would ensure effective work in the new environment. This is a challenge not only for employees, but also for companies, as recruiting and retaining employees with the right expertise is of utmost importance (Palan & Schober, 2021). The skills gap does not only mean knowledge of new tools or programs, but also skills in larger, more complex systems such as artificial intelligence, big data, cybersecurity, or networking. Due to rapid technological development, the use of outdated knowledge among ICT services and solutions can increasingly hinder the progress of companies (Kalla, 2022). Continuous knowledge development and training are key in this industry. With the rapid spread of new technologies, old solutions are constantly becoming obsolete. Therefore, corporate strategies are needed that help employees develop their skills in order to remain competitive in the rapidly changing digital and technological environment. For small businesses in the ICT sector, digitalized learning opportunities, mentoring, professional forums, or the involvement of external experts can be an effective way to address training gaps (Beqiri & Mazreku, 2020). The digital competences of the workforce are essential for 21st century companies, especially micro-enterprises in the ICT sector, which often have to operate at the forefront of a digitalizing world. Continuous employee skill development, knowledge of digital tools and platforms are central, but acquiring the right level of professional knowledge in a competitive labor market requires significant efforts (Oberländer et al., 2020). In order to meet the rapidly changing expectations of digitalizing workplaces, different levels of training and development programs are needed that keep employees up to date with new tools and processes. ICT micro-enterprises not only need to update existing knowledge, but also develop new competences, such as data science, application development or computer programming. Employees need to apply new skills not only in theory, but also in practice (Al-Baher, 2024). In the fast-paced environment of the ICT sector, innovation and the application of new services and technologies are essential for maintaining and improving market position. Continuous development and the search for new solutions not only help adapt to technological changes, but also contribute to maintaining a competitive advantage. Rapid technological progress, which includes automation, intelligent systems and artificial intelligence, presents companies operating in the ICT sector with a wealth of opportunities and new challenges. It is therefore crucial for ICT micro-enterprises not only to build on existing scientific and professional knowledge, but also to constantly monitor new trends and technological developments emerging in the market. The search for new markets and services can be considered one of the keys to business success (Kim et al., 2019).

Training Gaps

Involving employees in learning and development processes is crucial for companies to successfully adapt to the constantly changing economic and technological environment. One of the most important factors in the implementation of new work organization processes and workforce development is the active participation of employees in learning, as this is the only way to achieve long-term development goals. Encouraging employees to continuously learn and develop has a positive impact not only on the individual level, but also on the functioning of the entire organization, as a well-trained and motivated workforce can help companies maintain and increase their competitiveness (Nzimakwe & Utete, 2024). Successful integration of learning processes means not only developing employees, but also transforming the corporate culture. Work environments where learning and development are at the heart of corporate values are able to effectively motivate employees. For these types of organizations, it is natural for all employees to be part of development opportunities, whether it is acquiring new skills, learning about the latest technological developments, or further developing their leadership skills (Ziegler et al., 2020). Creating a learning culture involves continuous feedback, encouraging innovative ideas, and community learning based on knowledge sharing. Companies with a strong learning culture are better able to take advantage of the opportunities inherent in workforce development, as employees are more consciously involved in their own professional development (Halmaghi & Elida-Tomita, 2023). Motivation to learn is directly influenced by the extent to which a company integrates learning into everyday work processes. In an environment where management supports independent learning initiatives and provides accessible learning resources, employees are more likely to actively participate in development opportunities (Kiswanto & Yulianti, 2024). Providing employees with learning opportunities not only supports their personal development, but also contributes to increasing employee engagement. The time and attention spent on learning, and the opportunity for an employee to acquire new skills, noticeably increases engagement and identification with work. Learning can also help employees feel better about their work, as opportunities for development result in greater self-esteem and recognition, which in turn motivates them more (Whitehead, 2022). This commitment also directly impacts the development of organizational culture, as motivated employees invest more energy and creativity in their work, seek innovative solutions more often, and respond flexibly to problems. This not only increases work efficiency, but also helps improve team dynamics, as learning encourages collaborative work and knowledge sharing (Aranki et al., 2019). Active participants in employee learning processes include not only employees, but also leaders and managers, who help create a stimulating environment in which the acquisition of new skills and knowledge can be facilitated. Mentoring can be an extremely important tool for employee engagement, as mentors are more experienced colleagues who can guide, inspire and teach younger or new employees. Their expertise and support allow employees to learn new skills faster, while remaining constantly connected to the values and goals of the company (Hekneby & Olsen, 2024). Encouraging learning by leaders is not only beneficial for individual employee development, but is also closely linked to corporate innovation. The responsibility of leadership teams is therefore not only to transfer information, but also to support employees’ personal development and continuous professional advancement. The role of leaders and mentors in guiding the learning process can help create a corporate environment in which employees actively contribute to the achievement of the company’s goals (Wallo et al., 2021). Actively involving employees in learning processes is directly related to maintaining the competitiveness of companies. A continuously trained and developing workforce is able to respond quickly to the changing environment and contribute creative solutions to problems. A company that successfully integrates the continuous flow of learning into the employee life cycle has a much better chance of adapting to new technological environments and gaining an advantage over its competitors (Yertas, 2024). In this respect, innovation capability and organizational agility have recently been emphasized as decisive factors. Zhang et al. (2025) demonstrate that companies with higher innovation capacity and agile response mechanisms are significantly more successful in transforming workforce development into competitive advantage. Their findings show that digital transformation fosters not only skill acquisition but also a culture of adaptability, which is particularly relevant for micro-enterprises operating under resource constraints. Integrating learning into a company’s strategy is not only a process of workforce development, but also an opportunity to maintain long-term competitiveness. Well-trained employees not only play a role in the daily operations of companies, but also play a key role in innovation and the future growth of the company (Barile et al., 2023). Overall, it can be said that for companies, continuous training of employees and their active involvement in learning processes are crucial to maintaining competitiveness and successfully adapting to the rapidly changing labor market and technological environment. Micro-enterprises in the information and communication sector should pay particular attention to developing digital skills and introducing new work organization processes to successfully face the challenges of technological acceleration and skills shortages. Promoting corporate culture, mentoring and flexible learning not only ensures employee development, but also contributes to the long-term growth and success of the organization (Yertas, 2024).

Based on the literature review, technological developments directly and indirectly affect the operation of companies, especially among micro-enterprises. Rapid technological changes necessitate the introduction of new forms of work organization (e.g., flexible working hours, teleworking, project-based tasks), which aim to increase organizational flexibility and enhance employee satisfaction. However, the success of this process largely depends on the development of employees’ skills and their active involvement. In our research, we empirically examine the relationships between the key factors illustrated in the Figure 1, among micro-enterprises in Slovakia.

The model illustrates that technological changes do not have an impact on companies by themselves, but rather through organizational processes. New forms of work organization, which often involve more flexible structures, the introduction of digital tools and decentralized decision-making, only lead to lasting results if employees have the necessary competencies and actively participate in the change process. This approach is particularly important for micro-enterprises in Slovakia, where, due to limited resources, the key to effective organizational adaptation is the optimal use of the human factor.

A review of the literature suggests several approaches to the impact of technological developments on microenterprises. However, existing studies are rarely critically compared. The

Table 1. Summary table about different theoretical approaches.

Theoretical Approach	Main Finding	Convergence	Critical Comment
Digital transformation (Ivanová & Grmanová, 2023; Paweloszek et al., 2023)	The introduction of digital tools increases corporate efficiency and competitiveness	Most studies agree that without technological adaptation, micro-enterprises will be at a disadvantage in the market	Several authors start from a larger level, and they rarely discuss specifically micro-level resource constraints.
Workforce development (Beqiri & Mazreku, 2020; Oberländer et al., 2020)	Skills development is key to successfully implementing technological change	Each study emphasizes the role of continuous learning	There is a difference in whether training is interpreted as a state or company-level task
New work organisation models (Wlodarkiewicz-Klimek, 2021; Teichert et al., 2023)	Flexible work arrangements promote corporate adaptability	The literature is in consensus that the transformation of work organization is inevitable.	Several studies draw conclusions based on examples from large companies, and the micro-company specificities are rarely mentioned.
Employee involvement (Aranki et al., 2019; Whitehead, 2022)	Employee involvement increases satisfaction and supports acceptance of change	Convergence lies in the fact that involvement leads to motivation and commitment	The approaches evaluate the specific means of involvement differently (formal-informal methods)

summarizes the main theoretical approaches, highlighting their common elements and differences.

Theoretical Assumptions Leading to Hypotheses

Changing social and economic characteristics also encourage the corporate sector to adapt to the changed circumstances, and this applies to the transformation and reorganization of work organization processes. Recent empirical studies also emphasize that technological transformation is not only a theoretical concept but has measurable effects on workforce development and organizational structures. For instance, Shahzad et al. (2025) provide evidence on how digital transformation reshapes organizational hierarchies, while Zhang et al. (2025) demonstrate that innovation capability and agile response directly enhance workforce adaptability. Such findings strengthen the empirical foundation of our hypotheses regarding micro-enterprises. In connection with the transformation and innovation of work organization processes, it became clear from the research of Stacho et al. (2020) that the involvement of employees of Slovak companies in innovation processes can significantly contribute to the competitiveness of the company. It was found that the involvement of employees increases the operational adaptability of companies and also strengthens employee commitment. The research of Kohnová et al. (2020) also reports positive results for companies on this topic, in which the authors pointed out that supporting employees in employee training related to changing socio-economic needs increases the adaptability of employees and improves their satisfaction.

In addition to social and economic challenges, the digital transition is still a problem for the corporate sector today. The digital maturity of micro-enterprises in particular is low, as the lack of a skilled workforce, combined with the lack of technical knowledge and business management skills, can significantly complicate the everyday life of businesses. According to TRADE (2024) research, Slovakia is underperforming compared to the EU average in the field of digital capabilities and skills, and it is a fact that, since there is no centrally established training system in this area, entrepreneurs organize and pay for such training themselves, and the costs are borne by the company.

Based on the theoretical research, we formulated the following three hypotheses:

H1. 

New work organization processes improve the adaptability of the company and employee satisfaction, the most important tool for which is the involvement of employees in the learning processes.

H2. 

The most typical challenge experienced by micro companies in the competitive sector during the introduction of new work organization processes is the lack of training, while the acquisition of digital skills during the development of employee skills.

H3. 

For micro companies in the competitive market of the industrial sector, the biggest challenge in improving employee skills is the lack of expertise due to techno-logical acceleration.

3. Materials and Methods

The primary goal of our research is to gain a comprehensive picture of the new work organization processes of small and medium-sized enterprises (SMEs) operating in a dynamically changing economic environment, with particular regard to the related employee competencies and the related organizational benefits and challenges. In this study, we focus on the new work organization processes and their effects on the organization and employees. While our research focuses on the SME sector, certain hypotheses specifically address the distinct characteristics of micro-enterprises, given that these entities constitute a substantial proportion of SMEs in Slovakia.

Research Design and Execution: The research is descriptive in nature, using a single cross-sectional research method. This means that the data were collected from a sample taken at a given point in time, so our study does not cover the analysis of changes over time. One of the limitations of this method is that it does not allow for in-depth exploration of cause-and-effect relationships, but rather focuses on presenting the current state and opinions.

The research used a quantitative method, in which we conducted a questionnaire survey among representatives of the Slovak SME sector. The respondents were selected based on a pre-compiled database and the questionnaires were sent to them electronically, via e-mail. The use of online surveys enables rapid and cost-effective data collection. The present study adopts a descriptive, cross-sectional design, which does not account for temporal changes or provide in-depth analysis of causal relationships. Instead, it is primarily suited to capturing a snapshot of the current situation without the need for experimental intervention.

Questionnaire Development and Validation: The questionnaire was constructed based on a review of the relevant literature, with newly formulated items derived from theoretical and empirical sources. In designing the items, particular attention was paid to clarity and ease of comprehension. Prior to finalizing the questionnaire, a pilot survey involving 20 participants was conducted to assess linguistic and structural comprehensibility. Based on the results of the pilot test, minor revisions were made to the instrument.

Measurements: The questionnaire comprised three primary sections. The first section gathered demographic information pertaining to both the company and the individual respondents. The second section examined work organization processes, with particular emphasis on the adoption of new work organization practices, the degree of adaptation, and the extent of employee involvement in these processes. The third section focused on employees’ attitudes, which were assessed using a 4-point Likert scale, where 1 represented strongly disagree and 4 represented strongly agree.

Sampling: The questionnaire data collection period lasted from March 2024 to June 2024, and a total of 440 completed questionnaires were collected. During the data cleaning process, incomplete or incorrectly completed questionnaires were excluded from the analysis, so that the data necessary for the analysis were finally obtained from 331 valid responses. During the sampling process, participants were selected from a pre-compiled database. Although this can be considered a convenience sample, the final sample size of 331 valid responses was justified to ensure the reliability of the statistical analysis.

Statistical Analysis: The data collected in the study were analyzed using IBM SPSS Statistics 23.0 software. Descriptive statistics (frequency, mean, proportion, standard deviation) were calculated to present the characteristics of the sample. Chi-square tests were applied to examine the hypotheses, as this method is suitable for identifying associations between categories at both the organizational and employee levels. During the analysis, the assumptions of the tests were checked, including the fulfillment of minimum expected frequencies in all categories. The strength of the relationships between the examined variables was measured using Cramer’s V statistic.

Limitations in Analytical Scope: The present study was descriptive in nature, and structural equation modeling (SEM) was not applied. Consequently, no model fit evaluation was conducted, as the primary aim of the research was to map organizational and employee-level phenomena rather than test causal models. With respect to reliability and bias control, it should be noted that the questionnaire underwent a preliminary validation process, which included expert review and pilot testing, as well as internal consistency checks (Cronbach’s alpha) for the main scales. Furthermore, several procedural steps were taken to reduce potential response bias, such as ensuring anonymity, voluntary participation, and the use of standardized wording across items. Nevertheless, no further fine-tuning of the statistical instruments was performed during the analysis phase, and advanced techniques for bias detection were not applied These factors should be considered when interpreting the results, and future research is recommended to incorporate extended analytical models and additional reliability control practices in order to provide deeper and more robust insights (Podsakoff et al., 2003; Hair et al., 2013).

In the present study, however, we focus solely on bivariate analyses, as our primary aim was to map the fundamental relationships between variables. The results of the bivariate tests are presented in a detailed and consistent manner, including effect sizes and the procedures used to check the underlying assumptions, thereby enhancing the transparency and reliability of the analysis. Ethical Considerations: During the study, informed consent for participation was obtained from all respondents. Data collection was conducted anonymously, and no personal information of the participants was recorded.

Reliability and Measurement Quality: For the Likert-scale questions, Cronbach’s alpha values were calculated to assess the internal reliability of the items. No construct validity checks (e.g., Exploratory or Confirmatory Factor Analysis) were performed. Instead, the items were formulated based on the literature and evaluated through a pilot survey to support measurement quality. Normality testing and handling of missing data were not conducted, which may limit the interpretability of the results. The exclusive use of Cronbach’s alpha represents a methodological limitation, and readers should take this into account when interpreting the findings.

During the statistical analysis, we presented the characteristics of the sample using various descriptive statistical tools, and then performed hypothesis tests in order to explore the positive and negative effects of the new work organization processes from both an organizational and an employee perspective. We formulated the following hypotheses in connection with the research:

H1. 

New work organization processes improve the adaptability of the company and employee satisfaction, the most important tool for which is the involvement of employees in the learning processes.

H2. 

The most typical challenge experienced by micro companies in the competitive sector during the introduction of new work organization processes is the lack of training, while the acquisition of digital skills during the development of employee skills.

H3. 

For micro companies in the competitive market of the industrial sector, the biggest challenge in improving employee skills is the lack of expertise due to technological acceleration.

We used a Chi-square test to test the hypotheses. Pearson’s Chi-square test is one of the most commonly used methods to determine whether there is a statistical relationship between two variables defined by the authors. The Chi-square test provides a suitable solution for testing the validity of the hypothesis, as it can be used well in the case of a nominal or an ordinal measurement level variable. The formula for the Chi-square test is as follows:

$${\chi }^2=\sum _{i=1}^n{\displaystyle \frac{{\left(O_i-E_i\right)}^2}{E_i}}$$

(1)

where O is the observed frequency and E is the expected frequency (Rana & Singhal, 2015).

The results of the analysis help us to better understand the new work organization processes of different organizations, their benefits and challenges, which can provide useful information for company managers and HR professionals in making work organization decisions.

4. Results

In terms of the composition of the sample, micro-enterprises were represented in the largest proportion, accounting for 33.5% (111) of the respondents. This was followed by the large corporate sector with a participation rate of 21.3% (71), while small enterprises accounted for 19.7% (65) of the respondents. The smallest proportion was represented by medium-sized enterprises (12.3%) (41) and representatives of the public sector (5.5%) (18).

The scope of activity of the companies surveyed also showed significant differences. The proportion of companies operating in the field of industry was exceptionally high (14.5%), while the proportion of companies operating in the fields of trade, construction, hospitality, and transport and warehousing ranged between 5–10%.

In terms of legal form, more than half of the sample (56.5%) was made up of limited liability companies (LLCs). Sole proprietorships also represented a significant share (20%), which clearly demonstrates the importance of this corporate form in the sector under study.

4.1. Results for H1—Hypothesis H1 Rejected

To test our hypothesis H1, we first examine what positive results individual companies achieved through their new work organization practices. We were able to work with data from a total of 214 companies, as the others did not respond. The most frequently cited indicators were more efficient work (54%), cost reduction (32%), and better adaptation to the changing economic environment (31%). The increase in employee satisfaction resulting from the new work organization processes, which comprises the second half of our hypothesis, is considered positive by only 24% of companies. The answers to our question examining the rationalization and method of introducing the new work organization processes revealed that most companies (54%) plan to introduce them through training and development, 35% through technological investments, the creation of a flexible work environment (27%), and the involvement of employees in optimizing processes (26%). Since all of our above variables are measured on a nominal scale, we then ran a Chi-square test, the results of which are summarized in

Table 2. The positive aspects of new work organization processes and their tools (n = 214).

	Employee Involvement	Chi-Square	p-Values
Better adjustment	10.30%	2.600	0.107
Higher employee satisfaction	6.00%	0.018	0.894

.

Thus, 31% of our surveyed companies considered the company’s better adaptability to the changing economic environment as a positive aspect of the introduction of new work organization processes, but only one-third of them (32.8%) believe that the most important means of achieving this is to involve employees in the processes. 24% of the companies reported higher employee satisfaction as a positive aspect, but only a quarter of the respondents believe that the best means of achieving this is to involve employees in the processes. After running the Chi-square tests, it can be stated that there is no significant correlation between the indicators examined, based on which we reject our H1 hypothesis.

The rejection of hypothesis H1 indicates that employee involvement is not the most important factor in the success of work organization processes in the companies studied. In further research, it would be worth considering other factors that may influence the efficiency of work organization processes and employee satisfaction.

4.2. Results for H2—Hypothesis H2 Rejected

Let us now turn to the examination of our hypothesis H2. Let us first examine the most typical challenges experienced by the micro companies in our sample, which make up the largest proportion of the sample, from the company and employee side, when introducing new work organization processes. The proportion of our micro companies represents 33.5% of the total sample. Most of them experienced communication problems within the company (35%), employee resistance (26%), the acquisition and retention of talented employees (26%) and training deficiencies (23%). In the case of micro companies, due to limited resources and smaller staff, effective communication is of paramount importance, and deficiencies can cause significant difficulties. When introducing change, employees often resist, especially if the changes are not clearly communicated or if employees do not feel involved in the process. This challenge is particularly acute in micro-enterprises, where direct relationships between teams are key. Due to the competitive nature of the labor market, micro-enterprises can find it difficult to attract and retain the right employees. Creating a workplace environment that attracts talented employees is essential to maintaining stability. In order to acquire the skills and knowledge required for new work processes, micro-enterprises often face training gaps. Training programs are often poorly designed and implemented, which can hinder progress.

Based on Chi-square test, we can state that company size is the only one with our employee turnover indicator that has a significant relationship (chi-square = 12.793, sig. = 0.012). The strength of the relationship was measured using the Cramer V index, which has a value of 0.250, indicating a medium to weak relationship between the two variables.

It is also worth examining the challenges from the employee side, as the experiences and feelings of employees are decisive for the success of changes. Communication problems, resistance, lack of development opportunities, and difficulties in adapting to changes can all contribute to a decrease in employee satisfaction and an increase in turnover (Figure 2).

When examining the issue from the employee perspective, the main challenges in developing employee skills were reported by our surveyed micro-enterprises as lack of time for training (57%), lack of resources due to costs (30%), difficulty for employees to understand new technologies (27%), and difficulties in using digital tools (20%). Challenges in developing employee skills we summarized in Figure 3. The most reasonable is the lack of time for training, however the motivating of employees and difficulties in understanding new technologies are also a challeng. These factors significantly affect employee development and the competitiveness of companies. Overall, companies should pay attention to increasing employee satisfaction, expanding training opportunities, and improving communication channels in order to reduce turnover and increase employee loyalty.

Based on Chi-square test, company size shows a significant relationship with three factors: difficulties in understanding new technologies (chi-square = 9.737, sig. = 0.045), challenges in motivating employees (chi-square = 18.015, sig. = 0.001), and employees’ uncertainty about changes (chi-square = 21.721, sig. = 0.000) at a significance level of 5%. The Cramer V values for the difficulties in understanding new technologies indicator are 0.185, for employees’ motivation it is 0.251, and for employees’ uncertainty about changes it is 0.276. Therefore, a weak significant relationship can be described in the context of company size for all three indicators.

Based on the analyses performed above, we can therefore state that we reject our hypothesis H2, as it is clear that we cannot demonstrate a significant relationship with company size, either in terms of training deficiencies on the company side or in terms of the acquisition of digital skills on the employee side. We can therefore conclude that the challenges microenterprises face regarding digital skills development are not closely related to company size. Financial resources and, possibly, management mindset likely also play a role in these difficulties.

4.3. Results for H3—Hypothesis H3 Accepted with Modifications

In the next part of the study, we turn to testing our hypothesis H3. As we have already shown above, the proportion of companies operating in the industrial sector was exceptionally high in our sample (14.5%), while the proportion of companies operating in the trade, construction, hospitality, and transportation and warehousing sectors ranged between 5–10%.

By excluding only companies operating in the industrial sector from the sample, we can conclude that the lack of time is the biggest challenge our respondents feel is related to the implementation of training (see Figure 4). However, our micro-companies are unanimous in their opinion that they see the biggest challenge in understanding new technologies. Performing our chi-square test, company size in this case of industrial companies shows a significant correlation (Chi-square = 16.015, sig. = 0.001) only with our indicator of difficulties in understanding new technologies. Further examining the Cramer V indicator, whose value is 0.597, we can demonstrate a medium to strong relationship between the two variables examined. We can accept our hypothesis H3 with modifications, namely that the biggest challenge for micro-companies in the industrial sector in a competitive market is understanding new technologies when improving employee skills.

Overall, the research results clearly show that micro-enterprises are particularly sensitive to the challenges associated with new technologies, which can be important information for the design of training programs and the development of support strategies for companies.

We summarized the results of our hypotheses in

Table 3. The results of our hypotheses.

Hypothesis	Variable Tested	Chi-Square Values	p-Values	Cramer’s V	Final Decision
H1: New work organization processes improve the adaptability of the company and employee situation, the most important tool for which is the involvement of employees in the learning processes	Better adjustment—Employee involvement	2.600	0.107		rejected
	Higher employment satisfaction—Employee involvement	0.018	0.894
H2: The most typical challenge experienced by micro companies in the competitive sector during the introduction of new work organization processes is the lack of training, while the acquisition of digital skills during the development of employee skills	Company size—Employee turnover	12.793	0.012	0.250	rejected
	Company size—Difficulties in understanding new technologies	9.737	0.045	0.185
	Company size—Challenges in motivating employees	18.015	0.001	0.251
	Company size—Employees’ uncertainty about changes	21.721	0.000	0.276
H3: For micro companies in the competitive market of the industrial sector, the biggest challenge in improving employee skills is the lack of expertise due to technological acceleration	Company size in this case of industrial companies—Difficulties in understanding new technologies	16.015	0.001	0.597	Accepted with modifications

.

5. Discussion

The primary goal of our research is to gain a comprehensive picture of the new work organization processes of small and medium-sized enterprises (SMEs) operating in a dynamically changing economic environment, with particular attention to the related employee competencies and the related organizational benefits and challenges. Our research used a single-cross-sectional sampling method, in which respondents filled out the questionnaire within a specific time interval, thus providing an opportunity to gain a snapshot of the current status of the research questions and the formulated hypothesis among SMEs. In the framework of our descriptive research, we tried to gain an objective and representative picture of the general practice of Slovak SMEs, taking advantage of the advantages of quantitative data collection. One of the advantages of our methodology is that it provides an opportunity to map trends and preferences.

Regarding the distribution of the sample by company size, the prominent weight of micro-enterprises fits the structure of the Slovak economy (Martinkovičová et al., 2023), thus reflecting the real corporate structure, and therefore the conclusions are relevant. According to the primary research, the new work organization practices resulted mostly in increased efficiency, cost reduction, and better adaptability, while the increase in employee satisfaction was much lower. Since employee involvement as a tool did not prove to be significant, we rejected the H1 hypothesis. Several sources of literature confirm that the resources of Slovak micro-enterprises are limited, and bureaucracy and administrative burdens are particularly burdensome for micro-enterprises. According to the 2024 Bureaucracy Index, up to 272 h of administration can be burdened annually by representatives of the SME sector in Slovakia (Novák, 2025), which has a negative impact on the extra effort of companies. During the examination of hypothesis H2, no clearly significant correlation could be demonstrated, as company size showed a significant correlation with fluctuation. Especially in the case of companies where the relationship between the manager and the subordinate is direct and intense, the empathy, communication and responsibility characteristic of the manager may be of great importance. In connection with the verification of hypothesis H3, we found from the research that understanding new technologies is the biggest challenge for micro-enterprises operating in the industrial sector. This significant and medium to strong relationship with company size allows us to accept hypothesis H3 with modifications. This finding is in line with the findings of ManpowerGroup in a broader context, according to which 48% of Slovak employers will have implemented generative AI tools in 2025, while the main obstacles are related to the lack of skills related to AI, investment costs and data protection aspects. The economic, organizational and human dimensions of technological adaptation cause serious obstacles in the everyday life of micro-enterprises (SME, 2025).

Based on the findings, we consider it important to take the research results into account when developing various support programs for small and medium-sized enterprises, so that the state or regional support policy is as targeted as possible. Given the size of enterprises, it is not appropriate to approach their support in a general way if the state wants to really accommodate SMEs with support policies.

Comparing the results with the theory, it was confirmed that the SME sector, and thus micro-enterprises, often struggle with limited resources, especially in terms of innovation and access to financing sources, as can be seen in the research of Civelek et al. (2019) or Ivanová (2017). A novel result related to our research is that in the case of micro-enterprises, employee involvement did not show a significant relationship with either job adjustment or employee satisfaction.

The results of our research can be used in corporate practice from several perspectives. Our findings in the field of rationalizing work organization practices can help company managers prioritize those work organization changes that are tangible in the short term and can result in savings or increased efficiency for the company. Since the biggest challenge in micro-enterprises is related to internal communication problems, this can be improved in practice by means of regular meetings, with detailed and clear explanations related to the introduction of changes. Since micro-enterprises often struggle with training deficiencies, and all this is accompanied by a lack of time and resources, it would be possible to introduce 5–10 min digital modules that can be integrated into the daily work schedule, or to build partnerships with professional organizations (e.g., SOPK—Slovenská obchodná a priemyselná komora—Slovak Chamber of Commerce and Industry) or schools. The identified shortcomings in the field of technological introduction and digitalization could be eliminated with mentoring support or even by bridging critical points with external consultants. It has been found that company size is significantly related to turnover, so a company-tailored loyalty program could be the solution to eliminate it, which could include flexible working hours, personalized benefits, or even support for individual development opportunities.

The limitations of the research include that the sampling procedure is not representative, and in order to refine the results obtained, it is worth analyzing the data obtained by economic sector, which could even form the basis of further research. Another limitation of the research is that it does not examine more complex factors related to employee engagement, such as leadership style, trust, and corporate culture. More targeted research could also examine the causes of training and digital skills gaps in more depth. It is also worth examining the opinions of the respondents from the perspective of different generations, because each generation has different attitudes and dispositions.

The results of our research and the findings along the research limitations can form the starting point for more future research. One such possibility is to conduct in-depth interviews with the owners of micro-enterprises and their employees to explore facts related to the internal corporate culture, motivational factors, or management practices. A comparative analysis of micro-enterprises and small and medium-sized enterprises can also be useful, even from a methodological point of view. The research question can also be illuminated from the perspective of examining support programs, where a good basis for comparison can be the exploration of the role of training and innovation grants offered by the Slovak government and the EU, as well as programs aimed at assisting digitalization.

6. Conclusions

Micro-enterprises form the backbone of the Slovak economy, both in terms of employment generation and their role in regional development. However, their contribution to economic growth is highly contingent upon their ability to adapt to technological, organizational, and labor market changes. This research aims to identify key internal bottlenecks and external pressures that limit the growth trajectory of Slovak micro-enterprises, particularly in the industrial sector, and to suggest pathways for enhancing their entrepreneurial capacity and resilience. Based on empirical data collected through a structured questionnaire, the findings highlight three core areas as critical to unlocking micro-enterprises’ growth potential. Following the analysis of the data obtained during the questionnaire research the three defined areas are the follows:

1.

Internal communication and change management

In connection with the changes taking place within the companies, it is often observed that employees are not involved in the process by the company managers, and there are also shortcomings in the area of communication. It does not necessarily play a key role in increasing employee satisfaction. As a result of the new work organization practices, more than half of the companies in the examined sample reported positive effects, primarily through increased efficiency, cost reduction and better adaptation.

2.

Training and resource constraints

In terms of training and resources, the main challenges of the examined companies are the time factor (lack of time for training), the financial implications of training, and the acquisition of digital competencies related to technological innovations. Micro-enterprises operating in the industrial sector are particularly sensitive to technological changes and need greater support in the areas of technological readiness and training.

3.

Labor market competition and fluctuation

The results of the research highlighted that the sector faces significant problems in terms of workforce retention and low employee loyalty. Micro-enterprises generally struggle with difficulties in introducing work organization practices, but the fluctuation problem is significantly linked to company size.

Although many of the identified challenges are common to the companies in the sample, micro-enterprises are particularly vulnerable to internal communication deficiencies and difficulties in technological adaptation, especially in the industrial sector.

The effects of the study can be identified from several aspects. The impact on organizational practice can be identified in the development of work organization, in the rethinking of employee involvement in changes and along targeted development directions and specific development programs. At the same time, it can be stated in connection with decision-making and the application of policies that in order to facilitate the digital transition, trainings that help technological maturity should be supported, and it is worth paying attention to mentoring in such an area. The research shades previous assumptions regarding the effectiveness of participatory management and organizational involvement in the context of micro-enterprises, and in addition to all this, based on hypothesis testing based on quantitative data, which contributes to the empirical basis of Slovak SME research.