In order for companies to realize their organizational visions, they need staff who are high-potential and looking toward the future. Due to the demographic, social and economic situation in Europe, ...the labor market is already reflecting a lack of high-quality human resources (HR), which inspires research into and planned management of high-potential, i.e., talented, employees. Companies are aware that only those organizations that recognize this area as crucial and invest resources into it will be successful in the "war for talent." The purpose of the study was to research the field of talent management from the perspective of the definition of what the talent management process means for companies, how to attract and recognize talented employees, what development activities to provide them with and how to measure their performance and progress. We employed an exploratory approach, using the method of semi-structured interviews to gather information from 21 HR professionals who work at medium-sized and large Slovenian companies. We found that these organizations use various approaches and activities to attract and develop talented employees. At two thirds of the companies, performance is measured using annual evaluation interviews, by measuring the meeting of targets and evaluations by superiors. The biggest challenges in the field are attracting talented employees and positioning the organization as a desirable employer. The study is useful primarily as an overview of the field and of best practices, which companies can use to argument their existing processes.
Returning to work after sick leave is a process that begins with the initial steps of functional recovery and results in full vocational capacity. Different personal and situational factors could ...influence an employee's well-being after returning. The following research was conducted in order to examine how occupational demands and resources, self-efficacy, and social engagement contribute to the return-to-work process. A total of 256 employees took part in the study, who were later divided into two groups: short- (less than 30 days), and long-term (more than 30 days) sick leave. We measured their self-efficacy at the workplace, recent job demands and resources, social engagement, and work satisfaction after returning to work after sick leave. The results showed that personal (gender, age, and self-efficacy), social (social engagement), and occupational (job demands and resources) factors are associated with the duration of sick leave. Participants who were on shorter sick leaves reported being more satisfied with their work after returning than those returning from long-term sick leave. The research presents important insights that could help employers better understand the needs of employees who are returning to work after sick leave.
Knjiga je pomembna za različne akterje (študente, strokovnjake, ki gradijo kariero na tem področju, zaposlene v kadrovskih oddelkih, izobraževalce) in bi jo potrebovali že pred 20 leti, a do danes ni ...bilo prave možnosti, da bi se lotili sistematičnega pregleda področij, ki jih pokriva psihologija dela in organizacije.
Employers are increasingly including volunteer activities in their social responsibility programs. At companies at which this is done in a planned manner, we can speak of the development of a ...corporate volunteering, which correlates with numerous positive psychological outcomes at both the individual and the organizational level. The aim of the study was to investigate the relationship between the corporate volunteering programs and job characteristics, connected with work engagement. In our study we were interested in identifying the role of the corporate volunteering in the evaluation of job resources and work engagement. The study included 274 employees from 15 Slovenian companies, of whom 62% participate in their organizations' volunteer activities. They filled out the Job demands and resources questionnaire, the Utrecht Work Engagement Scale (UWES-17) and a scale for measuring the corporate volunteering climate. The results indicate that the carrying out of volunteer activities correlates with the perception of the corporate volunteering climate. Employees whose employers implement volunteering programs are more engaged and report higher levels of both autonomy and support from their co-workers and supervisors. Theoretical and practical implications are discussed.
As a crisis response to the COVID-19 pandemic, many companies quickly established virtual leadership systems and enabled employees to continue their work from home. This cross-sectional research ...addresses virtual leadership efficacy assessed by the leaders and by their employees. The findings suggest that leaders evaluate themselves significantly better than their employees, and their leadership efficacy mainly depends on their previous experience of working from home and ability to use communication technologies. This research contributes to the understanding of the factors that have the biggest influence on the belief in leadership efficacy in the context of a rapidly evolving system of remote work.
Several studies show the importance of basic psychological needs (BPN) for decreasing burnout and increasing grade point average (GPA), but, to our knowledge, no prior study has explored the ...potential contextual differences in Southeastern European countries. Moreover, even less is known about how this relationship may differ during stressful (exam) and less stressful (beginning of the semester) periods. Measures of the Maslach Burnout Inventory—Student Survey and BPN Satisfaction and Frustration Scale were translated and adapted. The study included a cross‐sectional sample of students from Croatia, Serbia and Slovenia during beginning of the semester and exam period. Across all countries and both contexts, students with high autonomy need satisfaction showed the strongest decrease in burnout, followed by those with high competence need satisfaction. Students with high academic achievement showed an increase due to competence need satisfaction. Competence and autonomy need satisfaction were higher beginning of a semester, while burnout was higher during the exam period. BPN play an important role in educational settings—satisfaction of the need for autonomy and competence protects students from burnout, and the need for competence predicts greater academic achievement regardless of culture or time of the semester.
This study examined the factorial validity of the Slovene version of the cultural intelligence scale (CQS) in a representative sample of 1,000 Slovenian participants (49% were female). The results of ...confirmatory factor analysis supported the factorial validity of the Slovene CQS and the existence of a general (second-order) cultural intelligence factor. The four scales and the overall (general) CQS scale showed satisfactory internal consistency. The results of multiple-group confirmatory factor analyses supported the hypotheses of partial measurement invariance across gender, and full measurement invariance across type of settlement (urban vs. rural).
Trust is embedded into the national culture. It is a tool that helps create strategic partnerships and facilitates deals that carry certain risks. Cultural differences and norms can affect business ...relations, but more often focus is on the obvious differences. Although trust in a business partner may be due to non-obvious differences, for example, which part of the deal the partner wants to control himself and which part of the deal he wants to give to the partner to control. If the difference between the real and desired levels of the partner’s control over the deal is large, then is trust possible, especially in intercultural business relations?
One aim of our study is to find out whether trust may be considered as moderator of control in a business deal. In other words, if the level of trust in a business partner is higher, are the partners more open to sharing their control over the deal with each other? The other aim is to identify the links between these indicators (trust and control) in business partnerships of partners from different cultures.
The study investigated the answers of 103 Slovenian and 124 Russian business partners. The Organizational Trust Inventory (OTI) and the 5-items questionnaire on control over deal were used to collect data. Descriptive and inferential statistics were used to process the data collected.
The probability that the business partner will not fulfil their obligations in the deal negatively relates to the level of trust. The difference between degree of desired control and degree of control negatively relates to the level of trust.
As our results showed, trust cannot be considered as a strong moderator of control between partners. In response to greater trust, the respondents only agree to increase their partner’s control, but are not willing to reduce their own. Moreover, this finding is stronger in the group of Russian partners than in the Slovenian ones.
The problem of age diversity in the workplace is becoming increasingly important, especially because of the ageing workforce. Knowledge-sharing should therefore be encouraged among employees of ...different ages. The topic of this research is the role of age-based differentiation or intergenerational differentiation in motivation to share knowledge. Participating in this study were 202 employees of six Slovenian companies. The participants filled out the Knowledge-sharing Motivation Measure, translated into Slovenian for the purposes of this study, and The Intergenerational Differentiation in the Workplace Measure. Our objective was to find out how three different age groups differ in the subjective perceptions of knowledge-sharing motivation and how the perception of intergenerational differentiation is correlated with knowledge-sharing motivation. The results show that the youngest age group of employees feels the most discriminated against due to their age, but is also the most motivated to share knowledge when compared to the other two age groups. The correlation between the two measured constructs is not significant. The main findings are that it is important to acknowledge the younger age group of employees, since it seems to be the most vulnerable to intergenerational differentiation. Also, it is important to encourage older workers to share their valuable knowledge.
This article examines the role of such factors as gender, age, nationality, and cultural intelligence in building trust between business partners coming from different countries. The research ...involved 560 employees, of which 115 were Croatians (20.5%), 114—Russians (20.4%), and 331—Slovenians (59.1%). In addition to socio-demographic questions (gender, age, nationality), we employed the Organizational Trust Inventory and the Cultural Intelligence Scale. The research was made available to the participants online and in three language versions—Croatian, Russian, and Slovenian. We discovered that gender played the greatest role in building trust between business partners, since women rated all trust components higher than men. Cultural intelligence, nationality, and age are not predictors of trust among business partners. Our data contributes to a clearer understanding of the ambiguity of predictors of trust. While previous studies have focused on cultural intelligence as a factor in successful international interaction, our results show that cultural identity retains its importance even in the context of globalization and international cooperation.
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