Abstract
The aim of the paper is to present the findings of our own questionnaire-based quantitative study carried out in 2018. The research questionnaire was sent to companies in the databases of two universities (the database of enterprises cooperating with each university), which were selected according to the criterion of the number of employees (micro, small, medium, and large companies). The study attempted to identify the correlations among the following variables: people-oriented management, non-people-oriented management, direct active and passive participation, and engagement in work. Two research questions drove the research process: (RQ1) What are the links between people-oriented management and non-people-oriented management, direct (active and passive) participation, and work engagement? (RQ2) Does direct participation (active and passive) mediate the relationship between people and non-people-oriented management and employees’ engagement? To this end, 1037 employees of companies operating in Poland reported the intensity of people-oriented management, non-people-oriented management, and direct (active and passive) participation. Research findings revealed that people-oriented management and active participation (i.e., co-deciding) are the most significant for work engagement. Not only does non-people-oriented management entail a low level of engagement but a lower level of direct participation as well. As far as the dimensions of engagement are concerned (i.e., vigour, dedication, and absorption), if one of them is more intense, the other are intense as well. People-oriented management translates into active participation and the latter into engagement in all the three dimensions. A structural equation model demonstrated that perceived people-oriented management and active participation were strong, positive, and significant predictors of work engagement.
Highlights
The dynamically changing reality in which numerous companies operate constantly produces new challenges, forcing organisations to introduce changes while having no opportunity to prepare a strategy and preventive systems quickly enough
Meeting the challenges mentioned above requires a reorientation of Human Resource Management (HRM) policies and practices towards sustainable human resource management [1], which refers to the idea of sustainable development [2]
Significant positive correlations were observed between people-oriented management and direct participation; whereas statistically significant negative correlations were found between non-people-oriented management and direct participation
Summary
The dynamically changing reality in which numerous companies operate constantly produces new challenges, forcing organisations to introduce changes while having no opportunity to prepare a strategy and preventive systems quickly enough. Characteristics of sustainable human resource management include people-oriented management in the work process, activity in the area of corporate social responsibility, presentation of environmental awareness in personnel policy, development of highly effective work systems, participation, and strengthening of trust as the basis for shaping social relations in work processes [3,4]. It is still a widespread concern as to how to adjust management methods so that they will stimulate employee effectiveness. It extends beyond passively waiting for the employee to have initiative
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