Izabela Marzec

USING EMPLOYEE EMPOWERMENT TO ENCOURAGE ORGANIZATIONAL COMMITMENT IN THE PUBLIC SECTOR

Purpose: Changes in the public sector and the recognition of the concept of New Public Management have led to wider introduction of employee empowerment programs in public organizations. It is assumed that today the success of public organizations depends on the application of modern HRM methods oriented towards encouraging commitment and initiative of employees. The paper tries to answer the questions about the level of employee empowerment and organizational commitment of employees in the public sector and whether employee empowerment is related to organizational commitment. Methodology: This goal is reached by presenting the results of empirical research carried out in public organizations. Survey research was carried out at the end of 2012. The sample consisted of 318 employees of public organizations operating in southern Poland. Findings: The survey revealed that the level of employees’ organizational commitment is high in Polish public organizations. The analysis also showed that the level of employee empowerment is high in public organizations. The conducted research also proved that employee empowerment is positively connected with organizational commitment of employees in Polish public organizations. Implications and limitations: The results indicated that the use of employee empowerment can bring the required results such as the increase of employees’ emotional attachment to the organization and loyalty towards the organization. But its influence on employee’s intentions to leave the organization is very limited. Originality/value of the paper: There is still little empirical research on this subject, particularly in the public sector.

Provided Leadership and Selected Outcomes of Trainings in Public Organizations

Trainings as well as their impact on employability and employees’ performance have been the subject of interest of theoreticians and practitioners of management for a long time. However, according to the literature study, the outcomes of employees’ trainings also depend on the applied style of leadership as well as on the quality of relationships between supervisors and subordinates. This paper tries to answer the question: what are the relationships between transformational leadership, the quality of supervisors’ relationships with subordinates, employees’ trainings and employability, employees’ quality and effort of work in public organizations? This aim will be achieved by presenting the results of literature study and empirical research carried out in public organizations1.

Organisational Culture as a Driver of Employees' Commitment in Labour Offices

Background. The issue of organisational culture and its impact on employees’ attitudes and behaviours have aroused the interest of practitioners and theorists of management for a long time. The study of the subject literature also points to the significance of organisational culture for the enhancement of employees’ commitment in public organisations. Research aim. The paper tries to answer the following question: what orientation of organisational culture positively affects organisational commitment of labour office employees and what orientation of this culture negatively influences commitment of labour office employees? Methodology. The survey research was carried out from the end of 2013 to the beginning of 2014. The sample consisted of 140 employees of 14 labour offices operating in the south of Poland. Descriptive statistics, t-test for equality of means, Pearson’s correlation analysis, and hierarchical regression analysis were applied. Key findings. The obtained results showed that there is a relationship between the orientation of organisational culture and employees’ organisational commitment in labour offices. The comparison of the level of employees’ commitment in the organisations with the clan culture and with the hierarchy culture showed that employees rated higher their commitment in the clan culture than in the hierarchy culture. Moreover, the hierarchical regression analyses showed that adhocracy orientation positively influences employees’ commitment and hierarchical orientation negatively affects employees’ organisational commitment.

The Learning Value of the Job as a Driver of Employee Commitment and Job Satisfaction in Public Organisations

The transformation of Poland’s public organisations poses new challenges for their employees. Growing social expectations regarding the quality of social services increase the importance of employees’ development and commitment. This requires that special attention be paid to the learning value of the job, which not only enhances employees’ commitment to the organisation but also positively influences their development and job satisfaction. This paper attempts to answer the question: what is the extent of the learning value of jobs in organisations in the public sector and is the learning value of the job connected with organisational commitment of employees and their job satisfaction? Empirical research is used in service to answering these questions.