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Abstract: Introduction: An effective leadership is critical to the development of a safety culture within an organization. With this study, the authors wanted to assess the self-perceived level of safety culture among the employees with a leadership function in the Ljubljana Community Health Centre. Methods: This was a cross-sectional study in the largest community health centre in Slovenia. We sent an invitation to all employees with a leadership role (N=211). The Slovenian version of the SAQ – Short Form as a measurement of a safety culture was used. The data on demographic characteristics (gender, age, role, work experience, working hours, and location of work) were also collected. An electronic survey was used. Results: The final sample consisted of 154 (69.7%) participants, out of which 136 (88.3%) were women. The mean age and standard deviation of the sample was 46.2±10.5 years. The average scores for the safety culture domains on a scale from 1 to 5 were 4.1±0.6 for Teamwork Climate, Safety Climate, and Working Conditions and Satisfaction, 3.7±0.5 for Perception of Management, 3.6±0.4 for Communication, and 3.5±0.6 for Stress Recognition. Conclusion: The safety culture among leaders in primary healthcare organizations in Slovenia is perceived as positive. There is also a strong organizational culture. Certain improvements are needed, especially in the field of communication and stress recognition with regards to safety culture.
Keywords: safety culture, primary healthcare, organizational culture
Published in DKUM: 24.01.2025; Views: 0; Downloads: 4
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Abstract: We investigated the significance of an economic crisis for organizations’ ethical behavior, employees’ unethical behavior, and association. To capture the effect of the “2008’ World economic crisis,” we compared the behaviors of organizations and employees’ unethical behavior during a crisis with their behavior in more favorable circumstances before and after the crisis. We used structural equation modeling to analyze answers collected from 2024 employees in Slovenian organizations between 2006 and 2016. The results showed significant growth of organizational engagement in ethical behavior, despite the crisis in the middle of the observed period. The employees’ unethical behavior was significantly less acceptable in crisis compared to before the crisis, while after the crisis, its acceptability increased again, despite not significant. The aggregate sample revealed a significantly negative influence of employee’s unethical behavior on organizations’ ethical behavior that was not significantly different across the considered periods. The research suggests the need to manage the organization’s ethical behavior in times of economic downturn, like in the present COVID 19. Additionally, managers need to devote more attention to prevent employees’ unethical behavior and its influence on organizations’ ethical behavior.
Keywords: economic crisis, ethical behavior, unethical behavior, organizational behavior
Published in DKUM: 10.10.2024; Views: 0; Downloads: 1
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Abstract: The main purpose of this study was to examine how personal and organizational drivers influence the utilization of management tools aimed at supporting organizational working in Industry 4.0 settings. We built our research upon the recognized importance of management tools for organizational working under Industry 4.0 settings and explored the key personal and organizational drivers of management tool usage. Calculations were performed based on the responses of 222 employees working in organizations across Europe. The results revealed that, among personal drivers, a higher level of education leads to significantly higher usage of six sigma, rapid prototyping, outsourcing, customer relationship management, knowledge management, core competencies, and strategic planning. More experienced employees use significantly more six sigma, total quality management, supply chain management, knowledge management, and core competences than their less experienced peers. The impact of organizational drivers is substantially weaker, where only industry shows significant influence, indicating that lean production, six sigma, and supply chain management are used more in manufacturing than in service organizations. Gender, one’s position in the organization, and the organization size do not play a substantial role in management tool usage. Managers should recognize the role of personal and organizational drivers of management tool usage in order to more quickly implement Industry 4.0 principles in organizations.
Keywords: management tools, personal drivers, organizational drivers, utilization, organizations, Europe
Published in DKUM: 01.10.2024; Views: 0; Downloads: 10
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Abstract: Companies are increasingly aware that employees are an important factor in success, so they pay more and more attention to them. Because of that, organizational culture and normative commitment are also included as ex-tremely important factors. The research includes a systematic and comprehensive review of the literature and at the same time obtaining and analysing data from practice through a survey. The research focuses on employees from the logistics departments in the supply chain of electronic component production and supply. Group of com-panies across Europe were included in the survey (Austria, Bosnia and Herzegovina, Bulgaria, Croatia, Czech Re-public, Germany, Hungary, Latvia, Lithuania, North Macedonia, Poland, Romania, Russia, Serbia, Slovenia and Ukraine). The research demonstrates the realization that the types of classification of organizational culture have different effects on direct and indirect normative commitment. Gender differences were also found. The re-search-based on the calculated average mean values shows the classifications of organizational culture and nor-mative commitment. The latter follows the organizational culture with minor deviations. The order of classifica-tion of organizational culture follows the current economic situation, where according to the studied criteria, the first is a culture of the market. The research shows that men’s rate of normative commitment is better than wom-en's, while in organizational culture the situation is exactly the opposite. One of the most significant findings is based on the Pearson correlation coefficient with the SPSS program was found that, according to the classifica-tion, Hierarchy culture has a positive effect on indirect normative commitment.
Keywords: organizational culture, commitment, normative commitment, logistics, supply chain, environmental management, ISO 14001
Published in DKUM: 26.06.2024; Views: 161; Downloads: 14
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Abstract: The paper’s main aim is to analyze five constructs of organizational culture, AI-supported leadership, AI-supported appropriate training of employees, teams’ effective performance, and employee engagement, and their relationship through the prism of artificial intelligence on a sample of large and medium-sized Slovenian companies. The second aim of the paper is to test the proposed model with two different statistical techniques in the scope of structural equation modeling (SEM) that enable us to assess linear (PLS-SEM) and non-linear relationships (CB-SEM) among the constructs. The empirical research included 437 medium-sized and large Slovenian companies. From each company, a CEO or owner participated in our research. The findings of the research with both techniques show that organizational culture had no impact on AI-supported appropriate training of employees and was not significant as well as that organizational culture had an impact on AI-supported leadership. The impact of AI-supported leadership on AI-supported appropriate training of employees were supported only for the PLS-SEM model. The impact of AI-supported leadership for employees on teams was positive. Contrary to that, the impact of AI-supported leadership for business solutions on teams was non-significant. In both cases, AI-supported appropriate training of employees’ impact on teams was strong and positive. Also, employee engagement impact on teams was positive and statistically significant with PLS-SEM and CB-SEM methods. The research yields important implications for companies seeking to integrate artificial intelligence effectively in their operations. It emphasizes the critical role of AI-supported leadership in driving positive outcomes, such as improved employee training and enhanced team effectiveness. Companies should focus on developing leaders who can leverage AI tools to foster a skilled and engaged workforce. By adopting data-driven decision-making processes and incorporating insights from structural equation modeling, organizations can develop effective AI integration strategies. These provide valuable guidance for enhancing human resource management practices and achieving successful AI adoption across companies. The findings contribute to the formation of new views in the field of artificial intelligence implementation in the companies and show companies a broader picture of which aspects of human resource management need to be improved.
Keywords: leadership, organizational culture, employee engagement, artificial intelligent
Published in DKUM: 22.04.2024; Views: 185; Downloads: 52
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