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Article
Publication date: 6 August 2018

Tiina Saari, Harri Melin, Evgeniya Balabanova and Azer Efendiev

This paper focuses on the relationship between leadership and work engagement (WE) in Finnish and Russian private sector organizations. The purpose of this paper is to analyze how…

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Abstract

Purpose

This paper focuses on the relationship between leadership and work engagement (WE) in Finnish and Russian private sector organizations. The purpose of this paper is to analyze how Finland and Russia differ in the level of WE; in the level of satisfaction with leadership and in specific components of leadership as most important antecedents for WE.

Design/methodology/approach

The empirical analysis of this study is based on survey data collected in Finland and Russia. The analysis focuses on 1,570 Finnish and 490 Russian private sector, full-time employees with permanent contracts, who have no managerial responsibilities. The data are analyzed using descriptive methods and binary logistic regression analysis.

Findings

The results show, first, that both satisfaction of leadership and WE are higher in Finland than in Russia. Second, WE in Finland is facilitated by nearly all components of leadership – both materialistic- and relationship-based – while in Russia WE is predicted by rewarding good performers and such relationship-based practices as feedback, delegating responsibility, discussing work matters, and building trust. Contrary to the hypothesis, such materialistic-based components as providing equal treatment turned out to be insignificant for WE in Russia.

Practical implications

Organizations should invest in leadership quality to enhance WE and thus, to get a competitive advantage.

Originality/value

This study adds to the limited comparative research on WE and its predictors.

Details

International Journal of Sociology and Social Policy, vol. 38 no. 11/12
Type: Research Article
ISSN: 0144-333X

Keywords

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Article
Publication date: 3 April 2017

Tiina Saari, Harri Melin, Evgeniya Balabanova and Azer Efendiev

The purpose of this paper is to examine work engagement and its antecedents in two countries: Finland and Russia. The job demands-resources model provides the background theory…

1443

Abstract

Purpose

The purpose of this paper is to examine work engagement and its antecedents in two countries: Finland and Russia. The job demands-resources model provides the background theory for the analysis.

Design/methodology/approach

This study uses a quantitative approach with a cross-sectional research design. The data were analysed using descriptive methods and stepwise logistic regression analysis.

Findings

The overall level of work engagement was higher in Finland than in Russia. The opportunity to learn new skills at work was the strongest predictor of work engagement in both countries. The most significant difference was that once job demands and resources were taken into account, the managerial position had a strong effect on work engagement in Russia, while in Finland it had no significant effect.

Practical implications

Knowledge about the antecedents of work engagement and especially the strong effect of opportunities to learn new skills could encourage organisations to provide their employees with development opportunities throughout their careers.

Originality/value

This study adds to the limited comparative research on work engagement and its predictors.

Details

Baltic Journal of Management, vol. 12 no. 2
Type: Research Article
ISSN: 1746-5265

Keywords

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Article
Publication date: 4 January 2016

Evgeniya Balabanova, Azer Efendiev, Mats Ehrnrooth and Alexei Koveshnikov

– The purpose of this paper is to examine antecedents of intentions to leave among blue-collar employees in domestic Russian organizations.

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Abstract

Purpose

The purpose of this paper is to examine antecedents of intentions to leave among blue-collar employees in domestic Russian organizations.

Design/methodology/approach

The study is based on a sample of 1,210 blue-collar employees in 80 domestic organizations across 14 industries and eight regions in Russia.

Findings

The analysis shows that wage satisfaction is the strongest negative predictor of Russian employees’ intentions to leave compared to core job-related and interpersonal relations satisfaction. For non-blat employees, the relationships with intentions to leave are negative and significant for all three types of satisfactions, whereas for employees with blat only the relationship between core job-related satisfaction and intentions to leave is significant.

Originality/value

The present study, first, reveals that wage satisfaction is the most important but not the only way to retain blue-collar employees in Russia and, second, points toward the complex nature of blat’s influence on employees’ organizational behavior in contemporary Russian organizations. By so doing, the analysis provides a still rare empirical illustration of how relationships and variables explaining turnover intentions and its antecedents are contingent on economic, cultural and institutional contexts.

Details

Baltic Journal of Management, vol. 11 no. 1
Type: Research Article
ISSN: 1746-5265

Keywords

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Article
Publication date: 5 January 2015

Evgeniya Balabanova, Azer Efendiev, Mats Ehrnrooth and Alexei Koveshnikov

– The purpose of this paper is to examine managerial styles of Russian managers in the context of institutional and economic environment of contemporary Russia.

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Abstract

Purpose

The purpose of this paper is to examine managerial styles of Russian managers in the context of institutional and economic environment of contemporary Russia.

Design/methodology/approach

The study is based on a sample of 482 line and middle managers covering eight geographic regions, 14 industries and 80 organizations in Russia.

Findings

Employing factor and cluster analyses the paper identifies four distinct managerial styles: paternalistic, exploitative, performance oriented and passive. In addition, the paper analyzes a number of contingent characteristics of these typological Russian managers such as their age, career development, regional, industrial and organizational presence.

Originality/value

The analysis enriches the understanding of managerial style idiosyncrasy, heterogeneity and evolution in Russia. The identified plurality of managerial styles, differentially related to a number of contingency variables, indicates that it pays off for western companies to avoid using stereotypical ideas when dealing with their Russian counterparts and employ conscious strategies when recruiting managers to their Russian operations instead.

Details

Baltic Journal of Management, vol. 10 no. 1
Type: Research Article
ISSN: 1746-5265

Keywords

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