Ways and characteristics of employee motivation in modern conditions
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Author(s)Badri GechbaiaLink to ORCID Index: https://orcid.org/0000-0003-2815-2228
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Nino TchilaiaLink to ORCID Index: https://orcid.org/0000-0002-4536-1948
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Ketevan GoletianiLink to ORCID Index: https://orcid.org/0000-0002-3074-4794
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Zurab MuskudianiLink to ORCID Index: https://orcid.org/0000-0003-0987-3564
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DOIhttp://dx.doi.org/10.21511/slrtp.10(1).2020.05
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Article InfoVolume 10 2020, Issue #1, pp. 25-32
- Cited by
- 909 Views
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500 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
An effective human resource management system is a crucial factor for all organizations and institutions. In the light of modern development, it is obvious that improving the quality of service and gaining public trust is impossible without motivating employees, evaluating their performance, clearly defining duties and building an organizational culture. It should bo noted that Georgian companies lack well-defined human resource management policy. Moreover, in most cases it is limited to administrative procedures and is considered as an operational activity, despite the fact that everyone understands the importance of each employee in achieving organizational success. Among the various ways to achieve organizational goals, one of the most important is to increase employee motivation. Increasing employee productivity depends on proper choice of the form of motivation and its wise use. If a manager meets the expectations of all employees, in this case, employee motivation increases. which means that the level of employee satisfaction is high and the organizational goal will be fully achieved. All of the above and other important issues are researched and scientifically analyzed in this paper.
- Keywords
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JEL Classification (Paper profile tab)D70, E24, J50, O15
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References22
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Tables0
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Figures3
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- Figure 1. Motivation level in surveyed respondents
- Figure 2. Motivation tools named by surveyed organizations
- Figure 3. Prioritization of needs by surveyed employees
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Business dynamism in the world economy
Zuzana Virglerova ,
Felice Addeo ,
Eliska Zapletalikova
doi: http://dx.doi.org/10.21511/ppm.18(3).2020.14
Problems and Perspectives in Management Volume 18, 2020 Issue #3 pp. 160-169 Views: 2740 Downloads: 309 TO CITE АНОТАЦІЯThe creation and growth of new enterprises and, on the other hand, their decline and market exit are crucial factors of business dynamism and economic growth. Thus, business dynamism is an important aspect in the market chain and productivity of an economy, as well as a trigger for market reforms. The aim is to analyze business dynamism using Global Competitiveness Index 4.0 and its variables worldwide and to verify the relationship between business dynamism in the EU states and economic characteristics such as Valued added at factor cost, Enterprise Birth Rate and Enterprise Death Rate. Data were collected from the 2019 Global Competitiveness Report and from the EUROSTAT database, using the most recently updated source for each indicator. The 11th pillar of the Global Competitiveness Index, focused on business dynamics, and a set of indicators were analyzed using PCA to verify if all the variables are effective representatives of the concept. It was found out that the pillar does not effectively represent the concept of business dynamism in case of the EU countries; therefore the new pillar was constructed. A strong and statistically significant correlation between business dynamism and Value Added was confirmed. A relationship between business dynamism and other economic indicators was not proven. From a territorial point of view, Oceania achieved the best overall result in the analyzed field. The process of starting a new business is the most challenging in terms of start-up costs in South America. By contrast, the EU has reached the best result in this process.
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A financial performance-based assessment of SMEs’ competitiveness – an analysis of Hungarian and US small businesses
Vivien Csapi ,
Virgínia Balogh
doi: http://dx.doi.org/10.21511/ppm.18(3).2020.37
Problems and Perspectives in Management Volume 18, 2020 Issue #3 pp. 452-464 Views: 2171 Downloads: 1270 TO CITE АНОТАЦІЯThe study aims to identify the financial performance measures used as a proxy of the firm-level competitiveness dimensions of small and medium-sized enterprises and their competitiveness. By investigating the factors that affect competitiveness in general, those areas will be introduced, related to an identified competitiveness dimension. Financial and non-financial performance indicators will assess these areas. The paper considers competitiveness as an outcome variable, suggests a relationship between financial performance and the identified areas, and searches for the financial performance measures drivers.
A panel data model was tested on Hungarian small and medium-sized enterprises (SMEs) and US SMEs. The collected data cover the period between 2013 and 2017. As a result of the applied panel regression, those variables were successfully identified that drive and could predict financial performance measures related to competitiveness. The research found a significant difference between the two-sample dataset results, which differences can be connected to country, industry, and, in general, to economic development characteristics.
The results provide decision-making support and hint about the managerial tools and techniques aiming to control the firm characteristics, performance, and, eventually, firm-level competitiveness. Based on the results, further research can be dedicated to the development characteristics of firm-level competitiveness and the analysis of the relationship between the competitiveness dimensions and competitiveness itself.Acknowledgment
The research was financed by the Higher Education Institutional Excellence Programme of the Ministry for Innovation and Technology in Hungary, within the framework of the 4th thematic programme „Enhancing the Role of Domestic Companies in the Reindustrialization of Hungary” of the University of Pécs. -
Retraction: Leaders and decision making: a study of the drivers of courage
Rasoava Rijamampianina
doi: http://dx.doi.org/10.21511/ppm.16(1).2018.31
Problems and Perspectives in Management Volume 16, 2018 Issue #1 pp. 320-329 Views: 2080 Downloads: 192 TO CITE АНОТАЦІЯRetracted on the 15th of October, 2020 by the Journal’s Editor-in-Chief request dated October 12, 2020. The type of retraction – plagiarism.
The journal was asked to retract this article because of plagiarism. The request came from the author of the article. The author informed the journal that original idea published in this paper wasn’t his and asked to remove the article.
