Diagnosing organizational culture in national and intercultural context

Vetráková, Milota; Smerek, Lukáš

doi:10.15240/tul/001/2016-1-005

Cited by 9 publications

(10 citation statements)

References 11 publications

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“…According to Vetráková & Smerek (2016) and Krizanova et al (2014), the transformation processes in HR management form naturally also the corporation culture in designing the company structure in national and international companies. Transformation in company organization forms a part of a large number of transformations in companies as Sueldo & Streimikiene (2016) and Michalski (2015) state.…”

Section: Literature Review and Context Of The Researchmentioning

confidence: 99%

Effect of motivational tools on employee satisfaction in small and medium enterprises

Vlacsekova

Mura

2017

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Research background: This paper begins by defining the small and medium-sized enterprises and their background in Slovakia. It explores the roles of SMEs in the economic development. Furthermore, the background of the paper analyzes motivational tools in practice. Purpose of the article: The purpose of the paper is to provide a better understanding of the employee motivation issues in small and medium-sized Slovak enterprises; an examination of the motivational tools that influences the levels of satisfaction of employees of SMEs. Methods: This research was conducted with members of small and medium enterprises in Slovakia. A personal information form and the motivation factors questionnaire form were used as data collection tools. The ending contains the results of the research and conclusions. The Pearson-correlation and the Asymptotic Significance (2-sided) were used as statistical methods. Findings and Value added: The findings show that motivation is very individual and managers have a hard task by motivating their employees. Employees are more motivated by intrinsic factors rather than extrinsic, but none of the two can be overlooked by the managers.

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Section: Literature Review and Context Of The Researchmentioning

confidence: 99%

Effect of motivational tools on employee satisfaction in small and medium enterprises

Vlacsekova

Mura

2017

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“…Gender in Slovakia as well as in the Czech Republic affects the motivation factor supervisor's approach (17). Forasmuch p-value (p = 0.000) is less than the significance level α = 5%, null hypothesis H 0 is rejected in favour of the relative hypothesis H 1 (Table 32).…”

Section: Issues Of Human Resource Managementmentioning

confidence: 93%

“…Only 20% of Czech enterprises are able to motivate their employees effectively. In addition to salaries, the most common way of rewarding staff in the Czech Republic is to provide non-monetary incentives [17]. Motivation factors such as corporate culture and its values, success, prosperity or quality can be mentioned.…”

Section: Employee Motivation In Slovak and The Czech Republicmentioning

confidence: 99%

Differences in Employee Motivation in Slovakia and Czech Republic

Hitka¹,

Balážová²

2017

Issues of Human Resource Management

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The aim of the chapter is to compare the level of employee motivation in enterprises in Slovak and the Czech Republic. Sampling unit consists of 4444 respondents from Slovakia and 2312 from the Czech Republic. Following our outcomes, we can state that the most important motivation factors are mostly identical in both countries; however, there is a slight difference in the order of their importance. Motivation factors relating to financial reward are the most important for employees in the Czech Republic. Basic salary is a motivation factor important mainly for women in Slovakia. Demands of Czech respondents are higher in motivation factors relating to interpersonal relationships. In general, we can state that, in terms of gender, needs of women are more exacting than those of men. Dependence between two categorical variables was verified using Pearson's chisquare statistics. We found out that despite big similarities in the order of importance of individual motivation factors, there are significant differences between selected motivational needs of employees in individual countries.

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“…Organizations are symbolic entities, because they work by following models implicit on their members' minds (Hofstede, 2001), which will interfere in the satisfaction of the ones involved and, consequently, in the company's performance (Gregory, Harris, Armenakis, & Shook, 2009). Culture is a historical product from a group, it affects interpretations and it guides behaviors (Alvesson, 2013;Hogan & Coote, 2014;Van Maanen & Barley, 1985;Vetráková & Smerek, 2016;Yin, Lu, Yang, & Jing, 2014). Cavedon (2003) deals with organizational culture as a network of meanings flowing inside and outside the organizational space, being simultaneously ambiguous, contradictory, complementary, diverse and analogous, showing the organizational homogeneity and heterogeneity.…”

Section: Du E T O I T S C O L L a B O R A T I Ve N A T U Re mentioning

confidence: 99%

Organizational culture and relationship marketing: an interorganizational perspective

Larentis

Antonello

Slongo

2018

RBGN

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Purpose -This paper aimed to analyze the contribution of interorganizational relationships, specifically between suppliers and clients, to organizational cultural changes.Design/methodology/approach -A qualitative multiple case study in two marketing channels was performed, through in-depth interviews, observation and data analysis based on grounded theory.Findings -The contribution of trust, commitment, cooperation and learning processes has been identified in the organizational cultural changes and in the reduction of the role conflicts of the boundary spanners. Also, the role of employee turnover to weaken these dimensions and respective relations has been noticed.Originality/value -The development of an interorganizational culture has been evidenced, as a system of symbols and meanings shared by groups or individuals from different organizations, on a transitional basis, with the predominance of the cultural perspective of fragmentation. It is a culture originated from relationships through intersections of cultures, a culture of boundaries.

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Diagnosing organizational culture in national and intercultural context

Cited by 9 publications

References 11 publications

Effect of motivational tools on employee satisfaction in small and medium enterprises

Effect of motivational tools on employee satisfaction in small and medium enterprises

Differences in Employee Motivation in Slovakia and Czech Republic

Organizational culture and relationship marketing: an interorganizational perspective

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