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.
Highlights
In the recent times, a new approach to the organization as a system has emerged, in which results and quality of performance are determined by the interaction between managers and their employees, as well as their organizational commitment
The empirical part of the article introduces a study that allows to describe the preconditions for productive interrelationship between managers and employees and to define the factors that create the organizational commitment of employees, following the example of social service institutions operating in Lithuania
Theoretical analysis has shown that in order to strengthen a productive relationship between managers and employees, the most important factors are such as: mutual trust, employee commitment, information sharing, management support, and leader’s conscientious behaviour and personal example
Summary
A new approach to the organization as a system has emerged, in which results and quality of performance are determined by the interaction between managers and their employees, as well as their organizational commitment. Investigating and analysing what factors are most important in shaping a positive relationship between leaders and employees is as relevant as ever. The purpose of the article, formulated on the basis of the described relevance, is to investigate the preconditions of productive interrelationship between managers and employees. In order to achieve the goal, the article first discusses the features of modern leadership and analyses the importance of the interrelationship between managers and employees in the performance of an organization. The empirical part of the article introduces a study that allows to describe the preconditions for productive interrelationship between managers and employees and to define the factors that create the organizational commitment of employees, following the example of social service institutions operating in Lithuania
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