Abstract
This article examines motivation and the quality of decision making’s effect on motivation as important preconditions for organizational sustainability. The article is focused on an examination of the content and intensity of perceived motivation, and the forms of decisions that were made while motivating people. Motivation (from a theoretical and empirical point of view) is related to crucial processes of human potential development and motivation. The analysis, synthesis and generalization of knowledge related to sustainability, motivation and decision making in human potential motivation are presented in the theoretical part of the article. The empirical part presents the results of sociological questionnaire, focusing on the area of decision making in motivation that was carried out on sample of respondents in the Slovak Republic (n = 500), Poland (n = 390) and Lithuania (n = 226). The results confirm a strong correlation between the level of the motivation and the quality of key processes of development of human potential (leadership, appraisal, communication, and the creation of an atmosphere of trust). In all examined countries and processes, the calculated values of the chi-square test were significantly higher than the table value (level of significance = 0.05). The section describing the results contains a proposed content-componential model of decision making in affecting and building sustainable motivation.
Highlights
One of mankind’s greatest challenges this century will be to ensure sustainable, fair and balanced development [1]
Evaluation of the survey results brought really interesting findings. If they were related to the results of other studies, they illuminated the current situation in selected decision making areas for motivating the staff and managers of the three countries surveyed
These authors emphasize that the development of human resources/human potential is “ . . . the prerequisite and beginning of a lasting change: change that begins in the minds of all employees; change that is continuous in terms of adaptation of visions, strategies, production processes and organizational structures; change that leads to sustainability, corporate social responsibility, motivation and engagement . . . ” [104] (p. 75)
Summary
One of mankind’s greatest challenges this century will be to ensure sustainable, fair and balanced development [1]. Sustainability typically has been viewed from three perspectives: environmental, economic, and social [3,4], there are many others. Perspectives on sustainability have been adjusted for different fields of its application, such as in regard to the environmental or green aspects of business [5], corporate social responsibility [6,7], social and cultural conditions [8], responsible research and innovation [9,10], economic progress [11], public health, community and knowledge capacities [12], synergetic effects [13,14], and more. According to Tovey, “ . . . when speaking of ‘sustainability’ we may have other goals in mind: perhaps what we want to sustain is society . . . ” [15]
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