The aim of the research is to investigate the relationship between motivation and organisational culture from the viewpont of employees working at SMEs in Slovakia. The study examines all of this during the COVID-19 period, which took a heavy toll on individuals’ social and organisational relationships as well. To investigate this, first the overlaps between the two areas were indentified. When exploring the theoretical part, the authors faced with the problem that the influence of motivation and organisational culture was usually examined together, and not on each other. A questionnaire survey was conducted, to which 581 valuable responses were received. Based on the results, it was proven that the wider the range of motivation tools used, the more positive the employees evaluate the organisational culture. All of this is worth considering for companies that would like to build a suitable organisational culture in their company.

The aim of the study was to examine what common characteristics can be observed in companies based on Garvin’s learning organization and the Quinn’s organizational culture. Both of the trends are considered a fundamental factor of modern management. Studying the international scientific literature, it is clear that examining the overlaps between the two approaches is highly incomplete. The issue was approached from the perspective of employees, as they show high willingness to express their opinion. A questionnaire survey was used as a part of our research. 549 responses were included in the analysis, during which we applied a cluster analysis. Based on the results, three different types of organizational environment can be defined: supporting, neutral and distancing.