HOW TO MEET EMPLOYEES EXPECTATIONS IN TERMS OF JOB SATISFACTION AND STABILISATION IN THE AGRIBUSINESS INDUSTRY

Authors

  • Nadežda Jankelová University of Economics in Bratislava, Faculty of Business Management, Bratislava, Slovak Republic http://orcid.org/0000-0002-0045-4737
  • Zuzana Joniaková University of Economics in Bratislava, Faculty of Business Management, Bratislava, Slovak Republic http://orcid.org/0000-0002-7706-2977
  • Katarina Remenova University of Economics in Bratislava, Faculty of Business Management, Bratislava, Slovak Republic http://orcid.org/0000-0002-8885-6756
  • Ildikó Némethová University of Economics in Bratislava, Faculty of Applied Languages

DOI:

https://doi.org/10.5937/ekoPolj2103583J

Keywords:

s agribusiness company, human resources, motivation, satisfaction, stabilization

Abstract

Motivation is one of the most important management tools to ensure employees job satisfaction and stabilisation. Effective motivation programmes can only be developed through an in-depth understanding of employee motivation profiles. The aim of this paper is to analyse the motivation factors of employees in terms of their job satisfaction and stabilisation in the agribusiness industry. The methodological framework of the survey is Herzbergs two-factor motivation theory. Independent variables were tested using test statistic methods with the most significant deviations. An independent t-test was used for each motivation factor. The biggest negative deviations were found in the factors of income, responsibility and working conditions, employee benefits, content of work, its recognition and the possibility of advancement. A statistically significant difference was found at the age and education of respondents. Younger employees and university-educated employees showed a marked difference between their expectations and satisfaction by employers.

Downloads

Author Biography

Ildikó Némethová, University of Economics in Bratislava, Faculty of Applied Languages

She is Assistant Professor in Department of Applied Languages at the University of Economics in Bratislava, where she has been since 2000. Her research interests are applied languages.

References

1. Alhmoud A., Rjoub, H. (2019). Total Rewards and Employee Retention in a Middle Eastern Context. SAGE open, 9(2), 1-13.
2. Armstrong, M., & Murlis, H. (2007). Reward Management: A Handbook of Remuneration Strategy and Practice. Philadephia, 722.
3. Blaas, G., Bielek, P., & Božík, M. (2010). Land and agriculture. Reflections on the future. Bratislava, 35.
4. Bakker, A.B., Demerouti, E., & Sanz-Vergel, A.I. (2014). Burnout and work engagement: the JD–R approach. Annual Review Organizational Psychology of Organization Behaviour, 1, 389-411.
5. Gulyani, G., & Sharma, T. (2018). Total rewards components and work happiness in new ventures: The mediating role of work engagement. Evidence-based HRM, 3, 255-271.
6. Hitka, M. (2019). Mathematical model of motivation. Zvolen,134.
7. Chen, H., & Hsieh, Y. (2006). Key trends of the total reward system in the 21st century. Compensation Benefts Review, 6, 64-70.
8. Innocenti, L., Pilati, M., & Peluso, A.M. (2011). Trust as moderator in the relationship between HRM practices and employee attitudes. Human Resource Management Journal, 3, 303-317.
9. Kolman, P., Michálek, H., Chamutová, H., Chamutová, K., & Müllerová L. (2007). Work motivation and the municipality size. Agricultural Economics – Czech, 53, 30-35.
10. Manas, T., & Graham, M.D. (2002). Creating a Total Rewards Strategy: A Toolkit for Designing Business-Based Plans. New York, 352.
11. Morgan, J.C., Dill, J., & Kalleberg, A.L. (2013). The quality of healthcare jobs: Can intrinsic rewards compensate for low extrinsic rewards? Work, Employment and Society 27, 802 – 822.
12. Peluso, A.M. (2017). Pay is no everything. Evidence-based HRM, 5(3), 311-327.
13. Purcell, J., Kine, N., Swart, J., Rayton, B., Hutchinson, S. (2009). People Management and Performance, London, 228s.
14. Ryan, R.M., & Deci, E.L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist 1, 68-78.
15. Saks, A.M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology 7, 600-619.
16. Twenge, J.M. (2010). A review of the empirical evidence on generational differences in work attitudes. Journal of Business and Psychology, 25, 201-210.
17. White, M., & Bryson, A. (2013). Positive employee attitudes: how much human resource management do you need? Human Relations, 66(3), 385-406.
18. Williamson, I.O., Burnett, M.F., & Bartol, K.M. (2009). The interactive effect of collectivism and organizational rewards on affective organizational commitment. Cross Cultural Management: An International Journal, 16, 28-43.

Downloads

Published

2021-09-24

How to Cite

Jankelová, N., Joniaková, Z., Remenova, K., & Némethová, I. (2021). HOW TO MEET EMPLOYEES EXPECTATIONS IN TERMS OF JOB SATISFACTION AND STABILISATION IN THE AGRIBUSINESS INDUSTRY. Ekonomika Poljoprivrede, 68(3), 583–593. https://doi.org/10.5937/ekoPolj2103583J

Issue

Section

Original scientific papers
Crossref
0
Scopus
0

Most read articles by the same author(s)