The article presents issues associated with the style of management applied in scientific organizations in the context of sentiments and attitudes of employees. Attention is drawn particularly to the relations between the style of management perceived by employees and the level of their perceived contentedness and the perceived level of satisfaction, as well as between the perceived style of management and attitude reflecting their readiness to recommend an organization as an employer. The application of the method of statistical analysis, namely, the analysis of correspondence allowed drawing the conclusion that there are statistically important relations between the variables. These relations are comparably strongest in case of the perceived style of management and the level of satisfaction. Thus, it can be concluded that applying democratic style to employees favours stimulating their satisfaction and contentedness and at the same time contributes to assuming an open attitude characterized by the readiness to recommend an organization as a workplace and thus co-create its positive image.
If the inline PDF is not rendering correctly, you can download the PDF file here.
1. Buble, M., Juras, A. i Matić, I. (2014 ).The relationship between managers’ leadership styles and motivation. Management, vol. 19, 161-193.
2. Chun, R. (2005). Corporate reputation: meaning and measurement. International Journal of Management Reviews, vol. 7, no. 2, 91-109.
3. Coyle-Shapiro, J.A-M. i Shore, L.M. (2007). The employee-organization relationship: where do we go from here? Human Resource Management Review, vol. 17, no. 2, 166-179.
4. Davies, G., Chun, R. i Kamis, M.A. (2010). Reputation gaps and the performance of service organizations. Strategic Management Journal, vol. 31, no. 5, 530-546.
5. Helm, S. (2011). Employees’ awareness of their impact on corporate reputation. Journal of Business Research, vol. 64, no. 7, 657-663.
6. Irtwange, S.V. i Orsaah S. (2009). Impact of management style on performance indicators of academic Staff. Educational Research and Review, vol. 4, no. 12, 602-615.
7. Jacob, F. i Rettinger, B. (2011). The Role of customer co-production in value creation, Proceedings of the Naples Forum on Service, Capri, Italy, http://www.naplesforumonservice.it/uploads/files/Jacob,%20Rettinger%282%29.pdf, (dostęp: 20.04.2015).
8. Keelson, S.A. (2012). The Evolution of the Marketing Concepts: Theoretically Different Roads Leading to Practically Same Destination. Online Journal of Social Sciences Research , vol. 1, iss. 2.
9. Kim, S. (2002). Participative management and job satisfaction. Public Administration Review, vol. 62, no. 2, 231-241.
10. Kotler, P., Keller, K.L. i Bliemel, F. (2007). Marketing Management. New Jersey: Pearson Education International. Upper Saddle River.
11. Lane, D.A. i Down, M. (2010). The art of managing for the future: leadership of turbulence. Management Decision, vol. 48, no. 4, 512-527.
12. Miah, M.K. i Berd, A. (2007). The impact of culture on HRM styles and firm performance: evidence from Japanese parents. Japanese subsidiaries/joint ventures and south Asian local companies. International Journal of Human Resource Management, vol. 18, no. 5, 908-923.
13. Nayar, V. (2010). Employees first, customers second. Turning conventional management upside down. Massachusetts: Harvard Business Review Press.
14. Olmedo-Cifuentes, I. i Martínez-León, I.M. (2014). Influence of management style on employee views of corporate reputation. BRQ Business Research Quarterly, vol. 17, 223-241.
15. Stoetzer, U. (2010). Interpersonal Relationships at Work. Stockholm: Karolinksa Institutet, 1-51.
16. Therkelsen, D.J. i Fiebich, C.L. (2003). The supervisor: The linchpin of employee relations. Journal of Communication Management, vol. 8, 120-129.
17. Thomas, G.F., Zolin, R. i Hartman, J.L. (2009). The central role of communication in developing trust and its effect on employee involvement. Journal of Business Communication, vol. 46, 287-310.
18. Žitkus, L. (2011). Features of the European style of management as core competences of managers. Societal Studies, vol. 3, no. 3, 769-788.