Vaida Jaškevičiūtė, Tibor Zsigmond, Szilárd Berke and Nemanja Berber
The objective of this research is to explore the relationship between person-organization fit and employee well-being in the context of uncertainty across three Central European…
Abstract
Purpose
The objective of this research is to explore the relationship between person-organization fit and employee well-being in the context of uncertainty across three Central European countries: Lithuania, Slovakia and Hungary.
Design/methodology/approach
This study employed a survey-based approach to gather primary data from Lithuania, Slovakia and Hungary, resulting in a total of 1,140 respondents. The survey utilized a structured questionnaire designed with a five-point Likert scale. The questionnaire consisted of three main sections: person-organization fit, employee well-being and demographic information. Person-organization fit was assessed through a 3-item scale, while employee well-being was evaluated using an 18-item scale that included 3 dimensions: life well-being, workplace well-being and psychological well-being. Partial least squares structural equation modeling (PLS-SEM) was employed to analyze the survey data.
Findings
The findings of the study reveal significant positive relationships between person-organization fit and three dimensions of employee well-being – life well-being, workplace well-being and psychological well-being – in three Central European countries: Lithuania, Slovakia and Hungary. Notably, there were discernible differences between Hungary and Lithuania, as well as between Slovakia and Lithuania. Conversely, no significant distinctions were observed between Hungary and Slovakia in relation to these variables.
Originality/value
This research has the potential to shed light on how the alignment between individual values and organizational values impacts employee well-being, particularly within the context of volatile periods such as the COVID-19 pandemic. This understanding can guide organizations in fostering a work environment that supports employees. Furthermore, the results of this study create the prospect of providing actionable guidance to organizations aiming to strengthen their approaches for enhancing employee well-being across dimensions such as life well-being, workplace well-being and psychological well-being.
Details
Keywords
Abdulkader Zairbani and Senthil Kumar Jaya Prakash
The purpose of this paper is to provide an organizing lens for viewing the distinct contributions to knowledge production from those research communities addressing the impact of…
Abstract
Purpose
The purpose of this paper is to provide an organizing lens for viewing the distinct contributions to knowledge production from those research communities addressing the impact of competitive strategy on company performance in general, and the influence of cost leadership and differentiation strategy on organizational performance in detail.
Design/methodology/approach
The research methodology was based on the PRISMA review, and thematic analysis based on an iterative process of open coding was analyzed and then the sample was analyzed by illustrating the research title, objectives, method, data analysis, sample size, variables and country.
Findings
The main factor that influenced the competitive strategy is strategic growth; strategic growth has a significant influence on competitive strategy. Furthermore, competitive strategy will boost firm network, performance measurement and organization behavior. In the same way, the internal goal factor will enhance organizational effectiveness. Also, a differentiation strategy will support management practice factors, strategic positions, product price, product characteristics and company performance.
Originality/value
This study contributes to the literature by identifying a framework of competitive strategy factors, company performance factors, cost leadership strategy factors, differentiation strategy factors and competitive strategy with global market factors. This study provides a complete picture and description of the resulting body knowledge in competitive strategy and organizational performance.
Details
Keywords
The absorption of the New Member States (NMS) after the 2004 enlargement and their integration into Economic and Monetary Union (EMU) is perhaps the most important challenge…
Abstract
Purpose
The absorption of the New Member States (NMS) after the 2004 enlargement and their integration into Economic and Monetary Union (EMU) is perhaps the most important challenge facing the European Union (EU). The article seeks to address the issues.
Design/methodology/approach
The article is based upon observations of contemporary events within Hungary and relates the political process with issues of fiscal governance.
Findings
The NMS of the EU, unlike Great Britain and Denmark will not have an “opt‐out” – the right to remain outside EMU. Indeed, the NMS have declared that they want to join the monetary system as soon as is feasible. This is the next major step in the integration process for Hungary. In particular, the article observes that there has been an electoral business cycle which overrides Hungary's longer term commitment to qualify for EMU and provides an insight into the process of achieving EMU membership in one NMS.
Originality/value
The article discusses how Hungary has elaborated its strategy for entry into EMU, but the target date has been changed mainly because of the problems of significant budget deficits. This inability to maintain consistent progress towards entry indicates that there are issues of fiscal governance which need to be resolved.