Contemporary Research on Organization Management and Administration
Vol. 2018, 6 (2)
ISSN (online) 2335-7959
Pages: 35-45
Author(s):

Jolita Gečienė, Mykolas Romeris University, Lithuania

https://doi.org/10.33605/croma-022018-011

Status: Published
Full paper link: CROMA_2018_6_2_35-45.pdf

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This article is licensed under a Creative Commons Attribution 4.0 international Licence

Abstract

Purpose – to explore the factors for productive relationship between managers and employees. The article examines the role of the interrelationship of managers and employees in order to improve organisational performance.

Design/methodology/approach – A quantitative study was conducted to collect empirical data. Research
method - questionnaire. The questionnaire contains statements formulated on the basis of the theoretical analysis. Respondents were asked to answer the statements by choosing one of the 6 options: totally disagree, disagree, mostly disagree than agree, mostly agree than disagree, agree and fully agree. The summarized study results are shown in diagrams in a percentage.

Findings – it was determined that during the period of transformations of public sector organisations, in order to
improve the performance results, the heads of social service institutions should pay more attention to such factors as:
attention to quality policy, promotion of personnel motivation, employee qualification improvement, employee
involvement in decision-making, informing clients about the performance of the institution, tasks based on consensus
between the managers and employees to improve the performance of the institution.

Research limitations/implications – as respondents' answers were analyzed as a whole, it was not clear how
much the opinion of managers and employees were close or different. Because of this limitation, we can only evaluate
the research insights as general trends, and we cannot claim that most employees or most managers agree with the
statement at the same level as after both managers' and employees' opinions were combined and analyzed.

Practical implications – the results of this study may be useful for the heads of social service institutions to
improve their organisational performance.

Originality/Value – the study examined the role of the relationship between managers and employees in
improving the organisation's activities in the field of social services. The article is based on a new approach to the
manager's ability to achieve important results for the company: the theoretical analysis shows that without employees'
provision and devotion, the manager would not be able to achieve high results even if he or she has the necessary
competences, knowledge and skills. The study is original in that it was empirically verified and confirmed that this
theoretical approach is indeed relevant to social service institutions.

Keywords: management, leadership, employee commitment, organisational performance improvement.

Research type: original research; viewpoint.

JEL classification: I 31; I 39; J 24.

Additional information