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1.
IMPACT OF BALANCED ORGANIZATIONAL VALUES ON BUSINESS PERFORMANCE
Ivan Malbašić, 2015, doctoral dissertation

Abstract: Theories of organization and management have offered several concepts and models indicating that organizational values are an important factor in running organizations. A still unexplained question concerns the creation of balanced organizational values which can support the achievement of diversified and even seemingly incompatible goals of today's organizations. To explore balanced organizational values in contemporary business practice, we tested two most frequently used value models, i.e., the Competing Values Framework and Schwartz’s values model, on the sample of the Fortune 100 companies. This dissertation proposes a new model of balanced organizational values named Mission-based model of organizational values which proved itself to be more appropriate for researching balanced values in contemporary business practice than the two most frequently used value models (the Competing Values Framework and Schwartz’s values model), thus supporting the first hypothesis of this dissertation. Given the particularities of balanced organizational values research, an instrument for measuring organizational values was developed to suit the specific needs of this research. In order to test the research hypotheses, a research in 24 Croatian companies was conducted. In each of these companies, between 27 and 50 employees were surveyed giving a total sample size of 874 respondents. The results of statistical analysis performed to test the second hypothesis, as well as the related sub-hypotheses, indicate that the degree of imbalance of organizational values has no significant effect on the higher level of organizational commitment. The same applies to the two separate components of organizational commitment—affective and normative. However, the existence of medium-sized negative correlation between the degree of imbalance of organizational values and continuance component of organizational commitment was determined. The testing results of the third hypothesis, as well as the related sub-hypotheses, indicate that organizations with balanced organizational values are, in general, more effective than organizations with imbalanced values. Moreover, this correlation was found not only for the overall level of organizational effectiveness, but also for the most perspectives of organizational effectiveness based on the Balanced Scorecard approach. To conclude, this dissertation contributes to a better understanding of the role of organizational values in business, especially emphasizing the importance and role of balanced organizational values. Mission-based model of organizational values, developed within this dissertation, follows the findings of the most used models, integrating and upgrading them with new cognitions based on selected scientific knowledge and experience from business practice. And most importantly, this dissertation presents an empirical confirmation of the importance of balancing organizational values as one of the preconditions for successful business.
Keywords: organizational values, balanced values, model of organizational values, business performance, organizational effectiveness, organizational commitment, Fortune 100 companies
Published: 14.04.2015; Views: 875; Downloads: 122
.pdf Full text (9,47 MB)

2.
Psychological empowerment, job satisfaction and organizational commitment among lecturers in higher education
Gašper Jordan, Gozdana Miglič, Ivan Todorović, Miha Marič, 2017, original scientific article

Abstract: Background and Purpose: Organizations should implement new findings from the field of human resource management. If an organization wants to have successful and effective employees, they should be satisfied with all aspects of work and at the same time they should be feel commitment towards an organization. To have a full insight in employees, organizations have to take care of psychological side of employees, which manifests in psychological empowerment. Design/Methodology/Approach: The survey was conducted among 409 university lecturers in Austria, Croatia, Czech Republic, Germany, Serbia, and Slovenia. The investigated constructs of psychological empowerment, job satisfaction and organisational commitment were compared. Spreitzer’s PEQ was used for the assessment of the psychological empowerment, Spector’s JSS for job satisfaction, and Allen’s and Meyer’s OCQ for the assessment of organisational commitment. Results: The research showed that the highest level of psychological empowerment can be found among university lecturers from Serbia and the lowest from Germany. Job satisfaction level is the highest in Austria and the lowest in Slovenia. Affective organisational commitment is the highest in Slovenia and the lowest in Germany. Continuance organisational commitment scored the highest in Croatia and the lowest in Czech Republic. Additionally, the outcomes show the highest level of normative organisational commitment in Czech Republic and the lowest in Austria. Only affective organisational commitment was not found as statistically significant. Conclusion: Knowledge of psychological empowerment, job satisfaction and organizational commitment can be helpful for leaders, because with this knowledge they can manage, develop and motivate employees properly.
Keywords: psychological empowerment, organizational commitment, job satisfaction, higher education
Published: 06.04.2017; Views: 638; Downloads: 60
.pdf Full text (489,83 KB)
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