MPER | 0.589 | 0.000 | 0.000 |
JPER | 0.408 | 0.579 | 0.000 |
ORGPER | 0.000 | 0.307 | 0.385 |
Overall financial situation of the company | 1.000 | 0.461 |
Job performance | 1.000 | 0.484 |
Quality of products or services (reliability, diligence) | 1.000 | 0.439 |
Innovativeness of products or services | 1.000 | 0.438 |
Modernity of applied technological solutions | 1.000 | 0.468 |
Efficiency of the organisation management | 1.000 | 0.541 |
Reliability of business processes | 1.000 | 0.471 |
Market share | 1.000 | 0.490 |
Customers satisfaction | 1.000 | 0.567 |
Employee satisfaction | 1.000 | 0.517 |
The company’s environment is constantly changing | 0.233 | 232 | 0.000 | 0.885 | 232 | 0.000 |
Changes in the company’s environment are unpredictable | 0.203 | 232 | 0.000 | 0.901 | 232 | 0.000 |
The company’s environment is complex | 0.264 | 232 | 0.000 | 0.868 | 232 | 0.000 |
The company offers a lot of different products | 0.250 | 232 | 0.000 | 0.887 | 232 | 0.000 |
The manufacturing process is routine; tasks are repetitive | 0.214 | 232 | 0.000 | 0.906 | 232 | 0.000 |
Organisational culture is strong, and employees are sharing it willingly | 0.247 | 232 | 0.000 | 0.890 | 232 | 0.000 |
Most employees have a higher degree of education | 0.191 | 232 | 0.000 | 0.911 | 232 | 0.000 |
Micro (below 10 people) | 21 | 14 | 35 |
Small (11–50 people) | 66 | 11 | 77 |
Medium (51–250 people) | 57 | 4 | 61 |
Large (above 250 people) | 42 | 14 | 56 |
Total | 186 | 43 | 229 |
MPER | 0.589 | 0.000 | 0.000 |
JPER | 0.749 | 0.579 | 0.000 |
ORGPER | 0.469 | 0.529 | 0.385 |
MPER | 0.000 | 0.000 | 0.000 |
JPER | 0.341 | 0.000 | 0.000 |
ORGPER | 0.469 | 0.223 | 0.000 |
QCON | 8 | 0.883 | 54.958 | 3.4051 | 0.77834 | 1.936 |
MPER | 4 | 0.839 | 67.473 | 3.5664 | 0.84513 | 2.283 |
JPER | 4 | 0.848 | 68.657 | 3.6283 | 0.90450 | 2.354 |
ORGPER | 10 | 0.883 | 48.762 | 3.4239 | 0.69953 | - |
Job quality | 1.000 | 0.701 |
Job efficiency | 1.000 | 0.699 |
Punctuality | 1.000 | 0.679 |
Effectiveness of achieving goals at the workplace | 1.000 | 0.668 |
0.645 | 1 | |||
0.000 | ||||
187 | 187 | |||
0.543 | 0.732 | 1 | ||
0.000 | 0.000 | |||
187 | 187 | 187 | ||
0.693 | 0.778 | 0.745 | ||
0.000 | 0.000 | 0.000 | ||
175 | 175 | 175 |
MPER <--- QCON | 0.589 | 0.067 | 8.811 | *** |
JPER <--- MPER | 0.579 | 0.057 | 10.085 | *** |
JPER <--- QCON | 0.408 | 0.062 | 6.547 | *** |
ORGPER <--- JPER | 0.385 | 0.049 | 7.857 | *** |
ORGPER <--- MPER | 0.307 | 0.052 | 5.856 | *** |
Decision-making effectiveness (accuracy of decisions in terms of substantive expectations, timeliness of decisions, etc.) | 1.000 | 0.721 |
Work efficiency (saving the resources available to the company) | 1.000 | 0.695 |
Speed and precision of information transfer | 1.000 | 0.653 |
Effectiveness of achieving goals at the workplace | 1.000 | 0.629 |
Reports and analyses provided by controlling do not contain any errors | 1.000 | 0.470 |
Reports and analyses of controlling are valid and delivered on time | 1.000 | 0.582 |
The information contained in reports and controlling analyses is reliable | 1.000 | 0.563 |
The information contained in reports and controlling analyses is indispensable in decision-making processes/improve decision-making | 1.000 | 0.518 |
Budgets developed by controlling allow rationalising the costs in the company | 1.000 | 0.567 |
Budgets developed by controlling are an effective control tool in the company | 1.000 | 0.522 |
Budgets developed by controlling bring order to particular areas of the company | 1.000 | 0.585 |
Controlling coordination has a positive effect on the objectives of the organisation as a whole | 1.000 | 0.590 |