36 research outputs found
Determinants of healthcare workers motivation during the COVID-19 pandemic.
No full textThe COVID-19 pandemic is spreading very rapidly around the world, with the number of illnesses and deaths rising significantly as soon as the virus became known. Therefore, it is important to motivate healthcare workers, because they can alleviate the symptoms of the disease and help reduce the number of deaths. The aim of this research – to analyze determinants of healthcare workers’ motivation during the COVID-19 pandemic. Research methodology. An analysis of the scientific literature on the concept of motivation and changes in health care institutions during the COVID-19 pandemic was performed. The method of quantitative research - questionnaire survey was used for the implementation of the research. The sample consists of 326 healthcare professionals who have worked with COVID-19 patients. The research was conducted in accordance with ethical principles. Research results. An analysis of the results of the study revealed that many of the motivational factors during the COVID-19 pandemic were that respondents in the study organization were dissatisfied. Respondents were not satisfied with both material and external motivation measures, therefore their internal and external motivation was insufficiently satisfied
Attracting volunteers to non-profit organisations.
No full textThe Master's thesis examines a relevant problem of non-profit organisations – the attraction of volunteers. The aim of the research is to: identify the factors affecting the engagement of volunteers to non-profit organisations, with recommendations for improving volunteer recruitment. Problem research questions formulated in the paper: What measures might encourage volunteers to become more involved in volunteering? Do the management factors of the organisation influence the willingness of volunteers to join volunteering? In order to identify the factors that determine the recruiting of volunteers, two qualitative studies were carried out and a semi-structured interview method was used for data collection. The theoretical part of the thesis reveals the peculiarities of NPOs and theoretical aspects of volunteering, discusses the factors determining the choice of volunteering and describes the managerial aspects of volunteering management. The conducted research as a whole confirmed the majority of the factors emphasised in the theoretical part that determine the attraction of volunteers to organisations. The research shows that organisations face problems in attracting volunteers. The research identified the following factors that contribute to attracting volunteers: awareness of the organisation, motivation of volunteers and application of incentive measures, reimbursement of expenses incurred, promotion of the purpose and need of volunteering, highlighting of the meaning of activities, influence of professional skills and personal qualities of the organisation's employees, significant and varied activities of the organisation, convenient location, opportunity to coordinate time, evaluation, opportunity to improve, communicate and establish new acquaintances. The data from the research revealed the following effective measures to engage volunteers: volunteer education and training on volunteering, communication, informal activities, respect, appreciation; free entertainment, reimbursement of expenses, role models, souvenirs. Based on the information provided by experts and volunteers, recommendations were formulated to increase the possibilities of attracting volunteers. Keywords:
Most preferable leadership style from the point of view of employees
No full textVykstantys pokyčiai valstybėje neišvengiamai paveikia ir vadovavimą organizacijose. Straipsnyje aptariami organizacijoje taikomi vadovavimo stiliai. Remiantis mokslinės literatūros autoriais, pateikiamos vadovavimo stilių sampratos, apibūdinami charizmatinio, transakcinio, transformacinio ir tarnaujančiojo vadovo požymiai, juos priskiriant šiuolaikinėms vadovavimo teorijoms, sudaryta ir pateikta vadovavimo stilių krypties schema. Vertinant vadovavimo stilių bruožus, kai kurių teiginių pasirinkimui didelę reikšmę turėjo respondentų lyties požymis. Daroma išvada, kad, darbuotojų nuomone, priimtiniausias vadovavimo stilius organizacijoje yra transakcinio ir transformacinio vadovavimo stilių derinys, nevengiant taikyti ir charizmatinio stiliaus. Reikšminiai žodžiai: Organizacija; Pokyčiai; Požymiai; Vadovas; Vadovavimo stilius; Attributes; Changes; Leader; Leadership style; Organizatio
Evaluation of ethical leadership based on the opinion of employees with a focus on their gender and age
No full textNuolatiniai pokyčiai valstybėje, neišvengiamai paveikia ir vadovavimą organizacijoms. Straipsnyje aptariami etiško vadovavimo stiliai organizacijoje. Remiantis mokslinės literatūros šaltiniais, pateikiamos ir apibūdinamos etiško vadovavimo sampratos. Nustatyta, kad didžiąją dalį darbuotojų labiau tenkina vadovo etiška elgsena, nei netenkina. Vertinant etišką vadovavimą, kai kuriems bruožams vertinti svarbus buvo respondentų lyties požymis. Daromos prielaidos, kad jaunesnio amžiaus moterys reikliau vertina vadovo etišką elgseną, tuo tarpu vyresni darbuotojai šiuo klausimu geranoriškesni. Taigi ne darbuotojų lytis ir amžius, o vadovo elgsenos etiškumas lemia vadovavimo etiškumo vertinimą
Management employees in the context of demographic changes
No full textVykstant demografiniams pokyčiams visuomenėje, jie neišvengiamai paveikia ir organizacijų darbuotojus, tai ypač svarbu XXI amžiaus Europos organizacijoms. Straipsnyje analizuojama, kaip ir ką turi daryti organizacijų vadovai, kad darbuotojai jos nepaliktų. Remiantis Lietuvos ir užsienio mokslininkų įžvalgomis sudarytos schemos ir pateikiami veiksniai, kuriuos pasitelkus įgyvendinamos lygios skirtingo amžiaus darbuotojų galimybės, sudarant vienodas karjeros galimybes, užtikrinamas pasidalijimas žiniomis. Nustatyta, kad šiuolaikinėje organizacijoje vadovai, siekdami užtikrinti veiklos tęstinumą, turi pasitelkti skirtingo amžiaus darbuotojus. Pateikti nepagrįsti stereotipai apie vyresnio amžiaus darbuotojus, atskleisti šių darbuotojų galimi privalumai ir trūkumai. Apibūdintas psichologinio įgalinimo veiksmingumas, galintis lemti darbuotojo apsisprendimą likti organizacijoje. Reikšminiai žodžiai: Darbuotojai; Demografiniai duomenys; Pokyčiai; Vadovavimas; Employees; Demographic data; Changes; ManagementIn this research paper we analyse the management of employees in the situation of work force migration and birth rate decrease that is especially essential for the countries of Europe. Such demographic changes as the declining number of young people starting work and the ageing of work force inevitably demand changes in the leadership style with special consideration of the existing work force. Therefore business managers have to consider several crucial aspects, e.g.: how to keep the employees from leaving the company, how to attract new employees to ensure the continuous performance of the company, how to encourage the employees of different generations to work together, etc. Companies face a shortage of employees, and they experience an influx of older workers which leads to a bigger age gap in the organisation. The companies that used to have young employees of the same sex have to accept more older age workers. Our statistical table illustrates the changes in the number of older employees. It is necessary to increase the activity of older people because their efficiency, experience, motivation and competence are important. We pay special attention to the problems of employment of young and older people and to the ways of retaining them at work. Both groups are characterised by certain personal and professional advantages that can be successfully combined in the effort to a successful further expansion of the company. The former are more active and radical, the latter are more experienced, and this combination can be one of the components of success of the company. A diagram shows the activity of management in different age groups of the employees and the advantages of this activity for the company and for the society as a whole. Equal opportunities are of no less importance. Motivation is lower in the companies where the equality principle is not respected. It is especially important in the environment of different age groups. It is also important to take into consideration the person’s physical, psychological and emotional age, his or her life experience, etc. It is necessary to get rid of certain faulty stereotypes that are typical of the representatives of each age group as there is no ground to state that the older employees work worse than the younger ones, and vice versa. Some groundless stereotypes concerning older age employees are pointed out, such as health problems, conservative way of thinking, unwillingness to develop, higher maintenance, lower productivity, too high or too low self-confidence, obsolete knowledge, etc. There is also a diagram demonstrating the drawbacks and the advantages of the older employees. Trying to attract and retain the employees of different ages calls for socio-psychological knowledge. Company managers have to create a psychological climate that would encourage the employees to stay and to work in the organisation. Psychological empowerment can become one of the positive management qualities. The essence of psychological empowerment is that it allows the person to show initiative that improves work performance, productivity and positive attitude. Empowerment works as a stimulating factor for the employees thus calling for more responsibility and at the same time allowing to cope with the task. In a broader sense this empowerment embraces the methods of participation, decision making and motivation of the employees and allows them to work in the engaged organisation. We have investigated the four major factors that determine the employee’s decision to stay with the company: importance, competence, influence and decision making. Company managers are suggested to take certain steps to ensure the success of psychological empowerment. The object of the study: management and leadership in the context of demographic changes. The aim of the study: to provide effective management of the work force in the context of demographic changes. The objectives of the study: • to determine the advantages of joint working for the employees of different age; • to demonstrate the theoretical prerequisites of advantages of older age employees; • to generalise the effectiveness of psychological empowerment. The methods of the study: to provide the theoretical foundations of managing work force in the demographic context applying analytic and synthetic methods based on the analysis of research works. Having analysed different ways of management we have determined that the managers who aim at involving employees of different age groups in the company’s work have to respect each other. Preventive measures should be taken to eliminate possible age discrimination. Taking into consideration different abilities of the employees they should be praised for good results, and they should be granted equal career opportunities. The implementation of continuous performance of the company consists in passing the knowledge of the older generation to the young people. When the employees feel more certain of their opportunities in the company, there is an increase in the efficiency of their work. Thus a positive attitude is reached towards the company that promotes social integration among various age groups. [...
Insight into the attributes of theoretical leadership
No full textVykstantys ekonominiai pokyčiai, neišvengiamai veikia ir vadovavimą organizacijai. Straipsnyje aptariama vadovavimo organizacijai samprata. Remiantis Lietuvos ir užsienio mokslinės literatūros autoriais, apžvelgiamos vadovavimo sampratos, sudaryta vadovavimo schema, apibūdinami vadovavimo požymiai, juos suskirstant pagal klasikines vadovavimo teorijas, pateikiamos vadovavimo požymių išnaudojimo galimybės ir grėsmės. Galimi vadovavimo apibūdinimai: vadovavimas – tai įtakos priemonė arba valdžios galia kitiems; vadovavimas – tai tam tikra patirtis; neginčijamas ir nevertinamas vadovo tinkamumas užimamoms pareigoms. Nustatyta, kad vadovavimo požymių yra labai daug ir įvairių, juos reikia tirti, norint nustatyti jų svarbą ir reikšmę tiriamose organizacijose. Vadovavimas atpažįstamas pagal požymius: kūrybiškumas ir gebėjimas numatyti ateitį; gebėjimas įkvėpti (darbuotojus) ir elgsena (vadovo ir darbuotojų); gebėjimas nukreipti (darbuotojus) ir sutelkti pastangas (veiklos vystymui); gebėjimas suteikti įgaliojimus (darbuotojams) ir sutelkti sekėjus (sugebėjimas paveikti jų elgseną).In our research paper we discuss the issues of leadership and the degree to which the administration of the resources and decision making, the structure, the rules and the regulations, the formal relations, the strategies and the visions, the organisational culture, the performance management, the assessments and the penalties, the problems of hiring and dismissal of the personnel have to be influenced by leadership. We have grouped the attributes of leadership according to the existing leadership theories. The trait theory of leadership focuses on endurance, active persistence (energy), a clear vision of the future, confidence in decision making (belief that they are right), personal integrity (which includes morality, honesty, regulations and attitude), ethical issues, creativity (organisation), world outlook (ideology) that correlate with the group. The behavioural theory of leadership consists in making a start (initiative), readiness to assume responsibility, stability, total reliability, commitment to the common good, innovative thinking and business (practical) solutions, as well as creativity and ability to make innovations, compassion (sensitivity towards others) and respect, delegation of responsibility, education, personnel training, decision making, tendency to give advice and professional management. The situational contingency leadership theory suggests adaptability and openness to changes, tolerance for ambiguity and difficulties, courage in making decisions being unaware of their consequences (venture), communication (listening, speaking and writing), networking (understood as interconnection with something referring to other people, both inside and outside), team composition, creation and development of working groups, management of disputes, misunderstandings and hostility, management of unacceptable situation (stress), management of complex tasks, solution of intractable issues (problems). The integration management theory (process) implies insight, direction of operational efforts towards performance, statement making, enthusiastic approach (optimism), good mood, encouragement, stimulation of others, planning, time management, leadership ability. Problem statement. There are numerous methods and techniques to assess leadership, but all of them are characterized by partiality of the researchers who select only those leadership characteristics that present personal interest to themselves. In this case leadership is not fully and comprehensively evaluated, but only partially investigated making use of a few of the possible leadership characteristics. Therefore the research problem can be formulated as a question about the essential attributes of leadership. The object of the research: to investigate leadership attributes. The aim of the research: to identify the characteristics of leadership by investigating the classical leadership theories. The working methods: to give a general analysis of leadership attributes and to classify them according to management theories making use of the research carried out by Lithuanian and foreign scientists and applying analytical and synthetic methods of the analysis of scientific literature paying special attention to the importance of the leadership concept. We have established that it is possible to classify the leadership attributes as follows: 1) leadership as a means of influence or power demonstration; 2) leadership as a kind of some real experience; 3) undisputed and non-negotiable eligibility of the leader. To summarise our research of leadership attributes we can state that these characteristics are numerous and diverse, and they are to be investigated in order to determine their importance and value in the organizations under study. [...
Etiško vadovavimo vertinimas transakciniame, transformaciniame ir tarnaujančiajame vadovavimo stiliuose.
No full textThere are no references in the scientific literature to the expression of ethical leadership in different leadership styles, their interrelationship. Implemented the aim of the dissertation - theoretically distinguish the criteria of ethical leadership and transactional, transformational and servant leadership styles, to evaluate the expression of ethical leadership in different leadership styles, making use of the assessment tool we have developed. A theoretical model of assessment of ethical leadership has been developed on the basis of scientific literature in which the researchers present the evaluation of ethical leadership criteria (justice, values, reliability, broad approach and motivation) in comparison with the selected leadership style criteria (decision making and providing task methods, responsibility-sharing, attitude towards initiative and towards one's knowledge, communication with the employees, character of relationships with the employees in their development, attitude towards discipline, values, providing a vision). An evaluation methodology has been developed. The conducted qualitative research (interviews and focus group) allows us to conclude that the leaders of all organizations combined the styles of the servant and the transformational leaderships. Their employees make similar statements, only indicating that their managers combine the transformational and the servant leadership styles. The thesis defence statement that the features of ethical leadership became more significant in the application of the servant leadership style was partially confirmed. A quantitative study shows that ethical leadership is statistically more significantly expressed in a combination of the servant and the transformational leadership styles. It allowed us to confirm the hypothesis that if managers are characterised by ethical leadership, they lead using the servant leadership style
Tools for atracting volunteers with non-profit organisations
No full textNe pelno siekiančių organizacijų vykdomų veiklų sėkmė daugeliu atvejų priklauso nuo savanorių. Straipsnyje aptariamos ne pelno siekiančios organizacijos ir savanorystė. Remiantis mokslinės literatūros šaltiniais, pateikiamos ne pelno siekiančių organizacijų ir savanoriškos veiklos sampratos, skiriami savanorių pritraukimo vadybiniai aspektai, į kuriuos atsižvelgus pasirinkti tyrimo atlikimo kriterijai. Nustatyta, kad savanorių patiriamų pagrindinių išlaidų kompensavimas paskatintų juos įsitraukti į ne pelno siekiančių organizacijų veiklą. Apibendrinus savanorių ir organizacijų darbuotojų (ekspertų) tyrimo duomenis, atskleisti savanorių pritraukimo į organizacijos veiklą motyvuojantys veiksniai. PAGRINDINIAI ŽODŽIAI: ne pelno siekianti organizacija, savanoriška veikla, savanorių pritraukimas, motyvavimas, skatinimo priemonės.Volunteering has always been an important issue, and the need for it is growing. The events of recent years, namely the global Covid-19 pandemic and the war in Ukraine, have not only revealed people’s awareness and attitudes towards volunteering, but also highlighted the main problem with this activity, the lack of volunteers. The activities of non-profit organisations (NPO) focus on various societal problems, and play a significant role in attracting attention and funds from the state and other organisations for problem areas, especially where problems have not been solved, or where they have been solved ineffectively. The problem. In order to carry out their activities, organisations must gather like-minded people and find participants. It is easy for organisations to attract volunteers for one-off project activities, but attracting volunteers for long-term, continuous volunteering is a problem. Therefore, the scientific problem can be formulated as the question: What measures encourage volunteers to participate more actively in voluntary activities? The purpose of the article: to find measures that help to attract volunteers for non-profit organisations. Research methods: analysis and interpretation of scientific literature by Lithuanian and foreign authors, analysis of laws and regulations. Two questionnaires were prepared for data collection: one for employees of organisations, the other for volunteers. In scientific literature, an NPO is defined as a non-profit organisation independent of the government, with an emphasis on acting in the public interest and independence from the government. According to Lithuanian law, the main purpose of an NPO is the performance of activities aimed at satisfying the interests and needs of society. In scientific literature, three general criteria for defining voluntary activity emerge: activity based on free will; activity aimed at benefiting the public, without seeking to satisfy personal interests or needs; activity with no financial compensation, but expenses incurred by the volunteer may be reimbursed. The study found that reimbursing volunteers for basic expenses, transport and meals could encourage volunteers to join NPO activities. The aggregated data of volunteers and experts revealed that an important factor in attracting volunteers is publicity for an organisation’s activities and its need for volunteers. The informants enumerated the most effective factors in motivating volunteers: verbal or written thanks, a connection made, material reward (not monetary), respect, assessment, and the opportunity to learn and develop. The opinions of the informants revealed that the professional abilities and personal qualities of an organisation’s employees affect the number of volunteers in the organisation, their attraction and retention. Expert opinion revealed that cooperation is particularly important in NPO activities, which helps with operational efficiency and solves problems in terms of both human and financial resources. The importance of creating a favourable work environment was identified, which strengthens motivation and feelings of satisfaction with the activity, makes people feel good, affects the length of the volunteering and the attraction of volunteers, stimulates a desire to work in the organisation, increases work productivity, and promotes loyalty, dedication and belonging. Informants indicated that programmes should be created to promote awareness of volunteering and create added value for the volunteers themselves, operating on a national scale, and becoming tools to attract volunteers for non-profit organisations. KEY WORDS: non-profit organisation, voluntary activities, attraction of volunteers, motivation, promotion measures
