This paper discussed the significance of well-being (WB) and well-being management (WBM). As successful WBM requires the implementation of different training programs, such programs are presented in detail. The cause–effect relationship between training and individual/organizational performance is researched as well. The aim of the research to support this article was to present WBM, its training programs, as well as the determination of WBM activities concerning the mentioned programs implemented in Slovenian organizations.
Theories often describe leadership with different classifications, based on personality and behaviour, and have been used to establish the traits and behaviours that determine an effective leadership style. We used the quantitative methodology to investigate the determinants of the leadership style among nursing leaders in Slovene hospitals. Based on the results, we determined that demographic characteristics such as gender, age, length of employment, and level of education do not affect the choice of the leadership style. Internal organizational characteristics such as job position, emotional intelligence, communication, personal characteristics, and the decision-making process are positively associated with the leadership style. Personal characteristics are considered important when it comes to using specific leadership styles, regardless of the choice of the leadership style, which also depends on the situation and external influences.
The main objective of the paper is to determine the impact of behavioral symptoms of burnout of older employees on their work engagement in large- and mediumsized companies in Slovenia. The research is based on the implementation of a factor analysis by which we wanted to reduce the large number of variables into a smaller number of factors. With those factors, we performed a simple linear regression. Based on the results, we confirmed the hypothesis that behavioral symptoms of burnout of older employees have a statistically significant negative impact on their work engagement. Well-being of employees of varying ages in the workplace is key for long-term effectiveness of companies. From this point of view, companies should apply appropriate measures to reduce burnout as well as to contribute to employees’ well-being and better workplace performance, which is reflected in work engagement of employees.
Background: The aging of the European population is a demographic trend reflected in the ever-growing number of older employees. This paper introduces the importance of motivation and satisfaction in the workplace among age diverse employees in Slovenian companies.
Objectives: The goal is to investigate the differences between the motivation and satisfaction of employees from different age groups in the workplace.
Methods/Approach: The paper is based on research including a survey of two age groups of employees in Slovenia. We employed the Mann-Whitney U test to verify differences in the motivation and satisfaction in the workplace between the two groups.
Results: Older employees are more motivated by flexibility in the workplace; autonomy at work; good interpersonal relationships in the workplace; the possibility of working at their own pace; respect among employees; equal treatment of employees regardless of their age. They are more satisfied with interpersonal relationships in the company; their work; working hours and the distribution of work obligations; and facilitation of the self-regulation of the speed of work performed.
Conclusions: Motivation and satisfaction change as individuals age. Using this information, managers and employers can apply appropriate measures to contribute to employees’ well-being and better workplace performance, better working relationships with colleagues, higher productivity, and greater creativity.
An increasing number of organizations face the problem of mobbing, which represents a serious, widespread problem with numerous consequences for victims, organizations, and society. We also recognize the connection this phenomenon has with the emergence of post-traumatic stress disorder (PTSD). PTSD poses one of the most critical consequences for victims of mobbing, who mostly consist of employees at lower organizational levels. Our research focuses on the prevalence of mobbing in Slovenia, its correlation to PTSD, and some differences in the subjective and objective assessments of being exposed to mobbing. We found that the prevalence of mobbing in Slovenia can be compared to some previous assessments as well as data from other countries. Among the study's participants, 24% could be classified as regular victims of mobbing. For the first time, we link mobbing with PTSD using a Slovenian sample. We also recorded some interesting differences between subjective and objective assessments of mobbing, thereby indicating the importance of subjective conceptualizations of mobbing acts, which should be investigated in greater detail in future research.
Stress greatly affects not only people but also organizations. Therefore it is very important to prevent and manage stress and at the same time maintain well-being of employees. This paper presents two main groups of approaches: the organizational and the individual ones, with which individuals (managers/employees) can manage stress.
The paper also presents the results of the empirical research on stress, which was conducted among managers and employees in Slovenian organizations in 2011. The analysis shows which individual and organizational approaches to overcoming stress are most commonly used. The highest percentage of employees implement the following techniques of individual approaches: physical activity, followed by eating healthy food and getting a massage. However, the research results about organizational approaches show that the highest attention was devoted to organization of work and the lowest to physical activities, stimulated by the firm. Furthermore, intergenerational adaptation is not widely used to prevent and overcome stress.
Background and Purpose: People spend a significant part of their lifespan working, but the role of age in job design and implementation of work have largely been ignored. The consequences can be evident in stress and burnout in different symptoms. Thus, age-diverse employees are faced with different symptoms of burnout and stress when carrying out their work. The main aim of this paper is to present burnout of older employees compared to younger employees in Slovenian companies.
Design/Methodology/Approach: The paper is based on research including a survey between two age groups of employees, namely the younger employees that were classified in the group of under 50 years of age and the older employees that were classified in the group of above 50 years of age. Since the Kolmogorov-Smirnov and Shapiro- Wilk test showed that the data was not normally distributed, the noan-parametric Mann-Whitney U test was used to verify differences in the physical symptoms of burnout, emotional symptoms of burnout, and behavioral symptoms of burnout in the workplace between two groups.
Results: The results show that there are significant differences in the great majority of the variables describing the physical symptoms of burnout, emotional symptoms of burnout, and behavioral symptoms of burnout in the workplace between younger and older employees.
Conclusion: Well-being in the workplace of age-diverse employees is a key for long-term effectiveness of organizations. Managers and employers should apply appropriate measures to reduce burnout as well as to contribute to employees well-being and better workplace performance.