Untitled

Bortnikas, Aleksandras

doi:10.13165/vpa-17-16-2-12

Cited by 3 publications

(1 citation statement)

References 5 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…A. Bortnikas (2017) prie žmogiškųjų išteklių priskiria organizacijos darbuotojus, kurie pasižymi tam tikrais fiziniais, protiniais gebėjimais, išsilavinimu, patirtimi, ir, taikydami savo turimas žinias, gebėjimus ir kompetencijas, kuria materialias ir dvasines gėrybes, tokiu būdu prisidėdami prie organizacijos tikslų siekimo. Žmogiškojo kapitalo koncepciją analizavę mokslininkai pabrėžia, kad žmogiškasis kapitalas -tai išsilavinimas, žinios, kompetencija, požiūris, įgūdžiai, vertybės, gebėjimai bei kiti individo bruožai, lemiantys individo produktyvumą (Gižienė, Simanavičienė, 2012); tai individe įkūnytų naudingų savybių visuma, kuri lemia pridėtinės vertės ir naudos augimą ateityje (Jurgelevičius, 2019).…”

Section: Darbo Užmokesčio Ir Jo Apmokestinimo Esmėunclassified

Analysis of wage dynamics in a public education institution

Balčytienė

2024

TMT

View full text Add to dashboard Cite

The article investigates the essence, structure of wages, the system of taxation of income received from employment relations. Wage changes for 2015–2024 have been carried out. In a public educational institution, the analysis reveals trends in the salary of academic employees. In 2015 January 1st in Lithuania, instead of the national currency litas, the euro was introduced as the common European currency, a decade full of changes, based on regulated changes. Although the regulation of labor payment in the Republic of Lithuania is assessed ambiguously due to the abundance of laws and other normative acts and their frequent changes, a regulated, moderate, albeit unclear, increase in wages has been identified. Determining the value of an academic employee's work is variable and sensitive, in the absence of a more detailed and reasoned justification of official coefficients. The results of the analysis allow us to make the assumption that when forecasting and strategizing the support of employees' motivation for scientific activities, it is appropriate to adjust job coefficients while maintaining equal gaps between positions. Keywords: academic employee, wage, wage structure, duty ratios, taxation, taxes and tax contributions.

show abstract

Section: Darbo Užmokesčio Ir Jo Apmokestinimo Esmėunclassified

Analysis of wage dynamics in a public education institution

Balčytienė

2024

TMT

View full text Add to dashboard Cite

show abstract

Theoretical Model of Electronic Management for the Development of Human Potential in a Local Government. Peru Case

Reyes-Perez,

Facho-Cornejo,

Arbulú-Pérez Vargas

et al. 2023

Lecture Notes in Computer Science

View full text Add to dashboard Cite

Unveiling organizational appeal in Lithuania: A study on employee perceptions of organizational attractiveness as an employer

Bendaravičienė,

Vitkauskas

2024

Problems and Perspectives in Management

View full text Add to dashboard Cite

In recent times of uncertainty, new post-COVID-19 reality, and fierce competition for talented employees, organizational attractiveness as an appealing employer has emerged as one of the paramount facets, deeply integrated into strategic processes within organizations. However, there are many considerable challenges in understanding employee perceptions and meeting their expectations to become an employer of choice. The aim of the study is to examine Lithuanian employees’ attitudes toward different organizational attractiveness attributes, offering empirical insights for organizations to enhance their organizational attractiveness. To explore the manifestation of organizational attractiveness in Lithuanian organizations, 464 employed residents were surveyed using convenience sampling. Their attitudes were measured through the dimensions of social value, benefit value, development value, engagement value, economic value, management/leadership value, and work-life balance value. Descriptive statistics were used to analyze the questionnaire data. The results indicated that employees emphasized social (M = 7.44), management/leadership (M = 7.05), engagement (M = 6.80), and work/life balance values (M = 6.79), while benefits (M = 6.60), development (M = 6.54), and economic (M = 6.20) values received comparatively lower evaluations. Practical recommendations include promoting social responsibility, providing work opportunities, investing in employee’s development, fostering autonomy, improving leadership skills, and implementing systems for work-life balance and economic incentives. Upholding promises to employees is crucial for organizational credibility. By implementing these recommendations, organizations can enhance their attractiveness to both current and prospective employees. This study underscores the need for further research on sector-specific organizational attractiveness.

show abstract

Untitled

Cited by 3 publications

References 5 publications

Analysis of wage dynamics in a public education institution

Analysis of wage dynamics in a public education institution

Theoretical Model of Electronic Management for the Development of Human Potential in a Local Government. Peru Case

Unveiling organizational appeal in Lithuania: A study on employee perceptions of organizational attractiveness as an employer

Contact Info

Product

Resources

About