The purpose of this study is to explore the link between job satisfaction and organisational performance and to determine if there is an empirically provable relationship between these two variables, ...and the direction and the intensity of this relationship. Empirical research was conducted on a research sample of 40 large- and medium-sized Croatian companies, with 5806 employees surveyed. The results of this study show the existence of a clear link between employees' job satisfaction and organisational performance in both directions, but with pretty weak intensity. Detailed analysis showed that the connection between job satisfaction and organisational performance is stronger than the connection between organisational performance and job satisfaction. It could be stated that job satisfaction determines organisational performance, rather than organisational performance determining job satisfaction.
The relationship between organizational performance and job satisfaction is still unclear, especially in nonprofit organizations lacking research on this topic. The purpose of this study is to ...empirically investigate whether organizational performance in nonprofit organizations, as evidenced by the achievement of organizational goals, influences job satisfaction of their employees. This paper also intends to encourage researchers to investigate this phenomenon further. The empirical research was conducted in Croatian nonprofit organizations with 125 participants who completed the questionnaire. The research results show that the achievement of the observed goals (fundraising, user satisfaction, and costefficiency) impacts job satisfaction. Therefore, it can be concluded that the organizational performance of nonprofit organizations influences job satisfaction. These results are supported by theoretical postulates and some other research findings. However, the study findings should be considered in the context of research limitations, while generalizations should be supported by additional research.
The aim of this study was to explore organizational and professional commitment among Croatian employees, as well as to find out whether there were any differences in those commitments regarding ...employees’ demographic characteristics. The empirical research was conducted online in January 2021. The questionnaire was distributed online using convenience sampling method, which is a non-probability sampling method that involves participants from population who are available to participate in the study. The number of participants was 153. Research results indicated that respondents were slightly more professionally than organizationally committed. By observing each organizational and professional commitment dimension, research results showed that the level of professional affective commitment stood out, while the level of normative commitment, both organizational and professional, was the lowest. Additionally, research results showed that there were no statistically significant differences in the mean value of organizational commitment as well as of professional commitment regarding any of the respondents’ demographic characteristics (gender, age, tenure in the organization, education and marital status).
The aim of this paper was to examine the role of organizational justice and leadership behavior orientation in predicting job satisfaction by focusing on three organizational justice dimensions ...(distributive, procedural, and interactional justice) and two leadership behavior orientations (task and relations-oriented behaviors). The empirical research was conducted in Croatia, during 2019. The research sample included 298 participants. Hierarchical regression analysis was conducted to empirically test proposed hypotheses focusing on organizational justice and leadership behavior orientation as predictors of employees’ job satisfaction. Research results showed that interactional justice, distributive justice and relations-oriented leadership behavior have an almost equally powerful impact on job satisfaction. Those variables are based on social relations, which revealed the importance of connections among people and social interactions for job satisfaction development. Additionally, findings suggested that procedural justice and task-oriented leadership behavior did not affect employees’ job satisfaction. These results additionally bring social interactions in the focus of job satisfaction development. A better and more in-depth understanding of these links allows management to be efficient in rapidly changing organizational circumstances to stimulate employees to work effectively. Therefore, in order to enhance employees’ job satisfaction, managers need to create a working environment that is friendly, honest, and encouraging. They have to pay attention to relationships with their employees, providing them the perception of justice, respect, and trust, as well as motivation in everyday activities. Upcoming lines of research should put effort into further exploration of this cognition, by exploring some other social relations variables and their mediational impact on job satisfaction.
The framework of this research consists of eight quality management (QM) principles (customer focus, leadership, involvement of people, process approach, system approach to management, continual ...improvement, factual approach to decision-making and mutually beneficial supplier relationships) according to the ISO 9001 standard. The implementation of these principles results in QM practices often divided into infrastructure and core practices. The aim of this study is to investigate which infrastructure QM practice affects all core QM practices. The literature review leads to the assumption that implementation of employee involvement (as one of the infrastructure QM practices) might be crucial for the implementation of process approach, system approach to management, continual improvement and factual approach to decision-making (core QM practices). Empirical research was conducted on large-sized Croatian companies. The research instrument was a questionnaire addressed to the board of directors and quality managers. In order to reveal which infrastructure practice has an impact on core QM practices, multivariate analysis of variance was performed. Research results showed that employee involvement through different concepts (employee training, communication, empowerment and rewards and recognition) has a positive impact on the implementation of process approach, system approach to management, continual improvement and factual approach to decision-making.
This paper focuses on three variables: job satisfaction (JS), organizational citizenship behaviour (OCB) and participative leadership (PL). The main purpose is to examine the relationship between JS ...and OCB among employees, mediated by PL. The data were collected from 287 employees in Croatian companies. Using hierarchical regression to test the hypothesis, the study revealed a positive relationship between JS and OCB. The results also highlight the role PL has as a mediator for the JS and OCB relationship. The paper suggests that PL triggers JS and OCB by enhancing and reinforcing the relationship between them. The implication of the results is discussed emphasizing the benefits of the participative management style and democratic structures in the organizations for theory, research, and practice. This paper contributes to the growing literature aimed at understanding the drivers of OCB in organizations.
Organizational commitment gets significant attention from both scientists and practitioners alike since the 1950s. This interest is evident in the literature in the area of management and ...organizational behaviour, in an impressive number of studies exploring the nature, antecedents, and outcomes of organizational commitment. The aim of this paper is to contribute to the clarification of the relationship between employees' demographic characteristics and their organizational commitment, since research studies imply mainly inconsistent results about this relationship. The empirical research was carried out in Croatia. The research sample includes 304 employees. A self-developed questionnaire was used for data collection, specifically about gender, age, tenure, education, and marital status. In order to assess organizational commitment, the Organizational Commitment Scale was applied. Research results showed no differences in organizational commitment regarding the employees' gender or marital status, while the differences in employees' organizational commitment exist regarding employees' age, tenure in organization and education. Dwelling into these differences, this paper demonstrates that the level of organizational commitment varies according to different subcategories of each demographic characteristic. In addition, this paper explains the origin and possible reasons of differences in organizational commitment regarding the different subcategories of each demographic characteristic.
The purpose of this paper is to examine how impacts from the labour market affect human resource management (HRM) practices in Croatian manufacturing companies. The goal of this paper was to find out ...do companies acknowledge labour market impacts; with what intensity mentioned impacts are related to HRM practices and do companies have developed practices of dealing with such issues. The research was conducted during 2021 and 2022 on the sample of 31 large Croatian manufacturing companies. Four labour market impacts were observed: population ageing, deficiency of vocationally educated employees, deficiency of highly educated employees in specific deficit occupations, automation and robotization, and young employees’ characteristics. The results showed that the companies did not acknowledge the presence of these impacts and/or did not react adequately to them by specially designed HRM practices. Since the research on relationship between labour market impacts and HRM practices are rare in the Croatian context, and wider, the insights of this paper could be a unique contribution to new knowledge enhancement. This paper showed that the companies’ acknowledgment of certain negative labour market impacts was poor and accordingly have undeveloped strategic HRM. The stated results are not in accordance with the theoretical assumptions and data on the unfavourable impacts from the labour market in Croatia. A pro-active approach of companies was expected in the application of various activities available to them, in the form of their independent practices, and in the use of stimulating legislation, which was also not determined by the results of this research. The reasons for this should be determined by some future research, with the expectation that there have been some recent changes in this area. The small research sample oriented only on one industry and only one country is the first research limitation. Additional limitation is the self-created questionnaire and self-reported measures. The cross-sectional analysis is also a research limitation. The awareness of these limitations could be additional base for further research in order to clarify the meaning and importance of strategic HRM.
Svrha ovoga rada je ispitati kako utjecaji sa tržišta rada djeluju na praksu upravljanja ljudskim resursima u hrvatskim proizvodnim poduzećima. Cilj rada bio je saznati uviđaju li poduzeća utjecaje na tržište rada; kakva je veza između ovih utjecaja i prakse upravljanja ljudskim resursima, te imaju li poduzeća razvijene prakse u cilju suočavanja s ovim utjecajima. Istraživanje je provedeno tijekom 2021. i 2022. godine na uzorku od 31 velikog hrvatskog poduzeća. Promatrana su četiri utjecaja sa tržište rada: starenje stanovništva, nedostatak strukovno obrazovanih zaposlenika, nedostatak visokoobrazovanih zaposlenika određenih deficitarnih zanimanja, automatizacija i robotizacija te karakteristike mladih zaposlenika. Rezultati su pokazali da poduzeća nisu prepoznala prisutnost ovih utjecaja, i/ili nisu adekvatno reagirala na njih posebno osmišljenim aktivnostima upravljanja ljudskim resursima. Budući da su u Hrvatskoj istraživanja utjecaja tržišta rada na upravljanje ljudskim resursima prilično rijetka, uvidi ovoga rada mogli bi biti jedinstven doprinos stvaranju novih znanja. Ovaj je rad pokazao da poduzeća nisu prepoznala određene negativne utjecaje na tržište rada te da sukladno tome imaju nedovoljno razvijeno strateško upravljanje ljudskim resursima. Navedeni rezultati nisu u skladu s teorijskim postavkama i podacima o nepovoljnim utjecajima s tržišta rada u Hrvatskoj. Očekivao se proaktivan pristup poduzeća u primjeni različitih aktivnosti koje su im dostupne, u obliku njihove samostalne prakse, te u korištenju poticajne zakonske regulative. Međutim, rezultati ovoga istraživanja to nisu utvrdili. Razlozi za ovo trebali bi se utvrditi nekim budućim istraživanjima, s očekivanjem da je u novije vrijeme došlo do nekih promjena u ovom području. Mali uzorak istraživanja orijentiran samo na jednu industriju, i samo jednu zemlju, prvo je ograničenje istraživanja. Dodatno ograničenje je samostalno kreiran upitnik te subjektivnost odgovora ispitanika. Svijest o ovim ograničenjima također bi mogla bi biti temelj za daljnja istraživanja u cilju razjašnjenja značenja i važnosti strateškog upravljanja ljudskim resursima.
Cilj ovoga rada je istražiti na koji način velika hrvatska poduzeća iz uslužnih
djelatnosti u svojoj praksi upravljanja ljudskim resursima reagiraju na utjecaje sa tržišta
rada, odnosno kako ...prilagođavanju praksu upravljanja ljudskim resursima tim
utjecajima. Istraživanje je provedeno 2021. godine, posebno dizajniranim anketnim
upitnikom na uzorku od 33 poduzeća iz uslužnih djelatnosti. Analizirani su sljedeći
utjecaji sa tržišta rada: starenje stanovništva, nedostatak visokokvalificiranijih radnika
sa specifičnim deficitarnim znanjima i nedostatak niskokvalificiranih radnika, rastući
broj žena na tržištu rada, mobilnost radne snage, automatizacija i robotizacija, promjene
u načinu rada izazvane korona virusom, različitosti zaposlenika i njihovo prihvaćanje, te
karakteristike i specifičnosti mladih zaposlenika. Rezultati istraživanja pokazuju da su
aktivnosti poduzeća iz područja upravljanja ljudskim resursima vezano uz pojedine
utjecaje sa tržišta rada vrlo skromne. Razlozi za ovo mogu biti dvojaki. Ili navedeni
utjecaji sa tržišta rada u praksi nemaju toliko negativne konotacije, kao što statistički
podaci sugeriraju, ili poduzeća iz uzorka imaju određene poteškoće u njihovom
anticipiranju i inkorporiranju u praksu upravljanja ljudskim resursima, odnosno njihovo strateško upravljanje ljudskim resursima nije dovoljno razvijeno. Međutim, navedeni
zaključci bi se trebali uzeti s određenom rezervom s obzirom na ograničenja ovoga
istraživanja. Za njihovo verificiranje, potrebno je provesti daljnja istraživanja ove
problematike, posebno kvalitativna istraživanja kojima bi se objasnili i uzroci
nedovoljnih aktivnosti poduzeća u području upravljanja ljudskim resursima u pogledu
utjecaja sa tržišta rada.
Cilj ovoga rada je istražiti na koji način velika hrvatska poduzeća iz uslužnih djelatnosti u svojoj praksi upravljanja ljudskim resursima reagiraju na utjecaje sa tržišta rada, odnosno kako ...prilagodavanju praksu upravljanja ljudskim resursima tim utjecajima. Istraživanje je provedeno 2021. godine, posebno dizajniranim anketnim upitnikom na uzorku od 33 poduzeća iz uslužnih djelatnosti. Analizirani su sljedeći utjecaji sa tržišta rada: starenje stanovništva, nedostatak visokokvalificiranijih radnika sa specifičnim deficitarnim znanjima i nedostatak niskokvalificiranih radnika, rastući broj žena na tržištu rada, mobilnost radne snage, automatizacija i robotizacija, promjene u načinu rada izazvane korona virusom, različitosti zaposlenika i njihovo prihvaćanje, te karakteristike i specifičnosti mladih zaposlenika. Rezultati istraživanja pokazuju da su aktivnosti poduzeća iz područja upravljanja ljudskim resursima vezano uz pojedine utjecaje sa tržišta rada vrlo skromne. Razlozi za ovo mogu biti dvojaki. Ili navedeni utjecaji sa tržišta rada u praksi nemaju toliko negativne konotacije, kao što statistički podaci sugeriraju, ili poduzeća iz uzorka imaju odredene poteškoće u njihovom anticipiranju i inkorporiranju u praksu upravljanja ljudskim resursima, odnosno njihovo strateško upravljanje ljudskim resursima nije dovoljno razvijeno. Medutim, navedeni zaključci bi se trebali uzeti s odredenom rezervom s obzirom na ograničenja ovoga istraživanja. Za njihovo verificiranje, potrebno je provesti daljnja istraživanja ove problematike, posebno kvalitativna istraživanja kojima bi se objasnili i uzroci nedovoljnih aktivnosti poduzeća u području upravljanja ljudskim resursima u pogledu utjecaja sa tržišta rada.
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