Job Satisfaction and Attitude of Remaining
in Workplace – Most Strongly Correlated
Factors in Poland and Italy1
Magdalena Kaczkowska-Serafińska
Abstract
Staff turnover significantly influences companies, as it is largely the state and
structure of human capital available to a particular company that testifies
the competitiveness of modern economies and individual enterprises. For the
owners and executives of the SME sector it is particularly important to have
data on the factors that influence their subordinates’ decision to remain in the
workplace or leave it. This article presents the results of this author’s empirical
study conducted in Poland (The Mazovia Province) and in Italy (region of
Lombardy) in 2010–2011. It comprises a presentation of a model that verifies
the influence of job satisfaction on the employee’s decision to remain in the
workplace. Through applying statistical methods the factors most strongly
connected with job satisfaction and their relation to the attitude of remaining
in the workplace were identified. This article shows certain regularities and
indicates courses of action for Italian and Polish SME executives.
Key words: determinants of job satisfaction, attitudes towards workplace, SME
in Poland and Italy.
1. Introduction
The main aim of this article is to present which factors are the most strongly
correlated with job satisfaction. This is specially imported for managers. For
management purposes the information about the factors that influence the
subordinates’ decision to remain in the workplace or leave it is of particular
importance. The reason for this is, among others, the fact that changes of
1 This study is a result of a survey conducted by the author in the fourth quarter of 2010 and
the first quarter of 2011.
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Magdalena Kaczkowska-Serafińska
personnel result in lowering morale amongst the whole team of employees,
delays in accomplishing job tasks, higher costs of the process of selection and
recruitment process as well as possibly losing the competitive position on the
market 2.
Therefore, the author has conducted an empirical study based on the
author’s original questionnaire survey comprising 34 questions. The goal of
the research was to assess influence of job satisfaction on the attitudes towards
the workplace and point out similarities and differences between the groups
surveyed in Poland and Italy. It was important to identify, which factors are
most strongly connected with job satisfaction and what their relation to the
attitude of remaining in the workplace is.
In order to achieve main objective formulated this way the author has
defined the following specific objectives:
1. Identification of differences and similarities in the factors that determine
job satisfaction of the SME sector employees in Poland and Italy.
2. Examining whether job satisfaction influences attitudes towards workplace
in both Polish and Italian SMEs.
3. Establishing differences and similarities in the factors determining the
attitudes of the SME employees towards the workplace in Poland and
in Italy.
Achieving the main objective and the specific objectives will enable
understanding of certain regularities and courses of action for the companies.
Comparative analysis of the examined variables and establishing an existing
cause-effect relationship will allow to formulate general conclusions that can
be related to the whole SME sector.
2. Characteristics of respondents
Job satisfaction is no more conceived as a constrain to the organizational
management, but it comes a specific objective of human resource policies,
especially in jobs where employees’ commitment is crucial for the organizational
outcome3. Human resource in SME is specific, that is why is worth to be
2 H.F. Rosenbluth, P. D. McFerrin, Po drugie klient. Zadowoleni pracownicy gwarancją sukcesu firmy, Wolters Kluwer, Cracow 2009, p. 64.
3 S. Depedri, E. Tortia, Incentives, Job Satisfaction and Performances: Empirical Evidence
in Social Enterprises, Eurisce Working Papers No. 012/10, University of Eurisce 2010, p. 2.
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analysed4. That is why, the author’s empirical analysis was concentrated on
the sector of small and medium enterprises. Research was conducted in SME
companies in Poland (The Mazovia Province) and in Italy (region of Lombardy).
Within the research, which was conducted in the same period October 2010March 2011, 601 answers were obtained from employees in Poland and Italy.
The data was collected on 301 respondents from the Mazovia Province and 300
respondents from region of Lombardy. According to size of the company, the
workers interviewed from Poland were employed in micro (23%), small (28%),
medium (49%), in comparison with Italian respondents micro (22%), small
(34%), medium (44%) enterprises.
3. Classification of variables influencing job satisfaction
In view of multilayered considerations conducted as a part of this author’s
article PhD thesis5, the following division of factors influencing job satisfaction
was adopted for the analysis and the empirical research purposes6:
Variables depending upon workplace
Variables in this category are characterised by workplace. That means
they are formed directly by the employing enterprise, through the owner or
management, creating a philosophy and a code of conduct of the company.
Security of workplace stability
Security of workplace stability is important in the context of certainty
of remaining in employment. On the one hand stability provides employees
with a possibility of financial security through creating an opportunity for
having a regular job and receiving income, which is a source of livelihood for
an employee and their family7. On the other hand, security of employment
enables an employee to acquire adequate knowledge and experience, which helps
4 J.
Strużyna, Doskonalenie jakości zarządzania zasobami ludzkimi w małych firmach,
Wydawnictwo Akademii Ekonomicznej w Katowicach, Katowice 2002, pp. 17–18.
5 ‘Determinants of Job satisfaction and employees’ attitudes towards workplace in small and
medium enterprises in Poland and Italy (the example of Masovian Voivodeship and the region
of Lombardy)’.
6 Based on Job satisfaction La motivazione sul lavoro nelle aziende italiane 2007, OD&M
Organization Design & Management, Milano 2008, pp. 14–18.
7 A. Dral, Powszechna ochrona trwałości stosunku pracy. Tendencje zmian, Wolters Kluwer,
Warsaw 2009, p. 74.
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enhance their professional worth and opportunities for further advancement.
Generally speaking, the need of stability of employment is based on an assumption
that it is essential to provide employees in a market economy with a modicum of
stability. This is a matter of great importance particularly in the current market
situation. Young employees are afraid that their knowledge and experience are
not enough to accomplish their job tasks. In turn, elderly people are afraid of
losing their jobs. However, regardless of age, a sense of stability of employment
is important for all, and so are clearly defined and consistently observed conduct
rules and procedures8.
Remuneration
Remuneration is one of the main elements of providing an employee with
stability in life through meeting their basic needs. The level of salaries is
managed on a company level and guided by its internal rules9.
Balance between work and private life
It applies to factors, which facilitate combining professional life with private
life. Distance between home and workplace as well as organization of working
hours and a possibility of flexible working hours fall in this category. It also
comprises work conditions (safety, hygiene, comfort etc), which improve its
quality.
Hybrid variables
These variables partly depend on the superior, but are also highly influenced
by the company’s choices, above all in organisational matters. It means that
a superior can influence them but only within the frames created by the
company and its standing procedures.
Opportunities
It is very important for the job to give an individual an opportunity to
develop, which means creating an opportunity for satisfying a need for personal
fulfilment. This matter comprises both professional development through
8 M. Sidor-Rządkowska, Zarządzanie personelem w małej firmie, II edition, Wolters Kluwer,
Warsaw 2010, p. 132.
9 See M. Juchnowicz Eds., Wynagrodzenia w małych i średnich firmach. Stan aktualny oraz kierunki
zmian, Instytut Pracy i Spraw Socjalnych, Warszawa 2005, pp. 18–20. „System of remuneration in
a company is a collection of logically interrelated tools used to shape employees’ salaries according
to their value for a company and in accordare with its strategy of remuneration”.
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gaining relevant qualifications, experience as well as professional promotion
through changing posts vertically or horizontally. Fulfilling this condition
is difficult as individual differences are larger. That is why appropriate
communication with employees allows a correct assessment of the employees’
real needs without which meeting them is impossible. It is true that in small
enterprises opportunities for vertical promotion are limited on organisational
grounds as there are not too many positions in the company hierarchy. However,
opportunities for professional development depend not only on its size, but on
the managing person’s attitude. A company that puts into practice an idea
of learning, enables an inclusion of all employees in a process of constant
acquiring of new skills and sharing knowledge. In each case, however, it is
important that a job gives employees an opportunity for showing initiative and
creates conditions for using his/her potential10.
Contents of work
“Work organisation may become a source of internal motivation only
when the management employs those forms of work organisation which can
meet expectations of employees towards their work and create conditions for
personal fulfilment that contribute to an emergence of a person satisfied with
his/her job11”. Companies and executives should design contents of work for
a particular post together. Work of little interest or one that is simply boring
surely leads to de-motivation. Sometimes, small changes in the scope of official
duties can significantly influence job satisfaction. In this group of variables the
extent to which the work is interesting and a degree of diversity of work will
be analysed.
Result-orientation
Defining the objectives to be achieved by employees is not an easy task as
setting overly ambitious work objectives may result in a lack of faith in their
accomplishment and the overly simple ones do not create suitable opportunities
for company’s development. Defining work objectives for particular post
determines the extent to which work is absorbing and interesting.
10 M.
Sidor-Rządkowska, Zarządzanie personelem…, op. cit., p. 133.
w przedsiębiorstwie, uwalnianie ludzkiej produktywności, Ed Z. Jasiński,
II edition, Publisher Agency Palcet, Warszawa 2001, p. 50.
11 Motywowanie
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Variables dependent on the superior
Variables managed by the superior refer to both work organisation for
employees and creating a friendly work environment for accomplishing
professional tasks by employees.
Communication style
Appropriate communication style may play a part in shaping work
motivation as well as increasing a level of satisfaction with employees’ work.
Frequent conversations between a superior and a subordinate are not enough.
The way they are conducted is crucial.
In this group certain features of cooperation with a superior which directly
influence job satisfaction were selected, such as: superior’s time availability,
sensitivity towards the employee’s both professional and personal/family needs and
the matter of treating employees with proper respect and being polite to them.
Support
A superior should provide real support in difficult situations and must not
waive an opportunity for confrontation and dialogue with employees in the
problematic situations that occur. Moreover, a superior should be a kind of filter
in confrontations between employees, so as to negotiate the best solutions that
will have a favourable influence on the whole team of employees. It is beneficial
when a superior is a part of the group, shares the group’s difficulties while
at the same time searching for new solutions. He should be a mentor as well
as an ally and defender of employees’ against other unfavourable influences.
Employees really appreciate such a superior and which is reflected in their
attitude towards employer and workplace. That is why help from a superior
in solving problems and difficulties arising in the process of accomplishing
tasks, directing manager’s attention towards quality and results of work and
progress in accomplishing task were put in this category as well.
Fairness
Superiors must always remember that every employee, regardless of the
position he/she holds, expects the results of his/her work to be recognised.
Recognising even small achievements, showing respect and appreciation is
a very important but still neglected aspect of shaping job satisfaction12. Instead
of focusing on employees’ mistakes and pitfalls, it is better to recognise their
12 M.
Sidor-Rządkowska, Zarządzanie personelem…, op. cit., p. 133.
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achievements. According to Stanford School of Business survey, as much
as 90 % of employees improve their actions after being praised. Praise and
acknowledgment are an important instrument in the hands of the managers
who might influence perceived job satisfaction when they use it regularly,
appropriately and fairly. In the category of fairness as an assessment of a matter
of fair treatment of people working in a company the following matters were
rased: acknowledgment of work as a fair recognition of results as well as fair
rules of salary differentiation that are directly influenced by managers.
Level of accountability
A manager – following the philosophy of a company – should enable
employees to be properly creative. Every employee should be able to participate
in decision making that concerns him. Moreover, a well-managed delegation of
tasks can be an important factor influencing job satisfaction. In other words,
decision-making autonomy and independence in work, opportunity of listening
to and discussing ideas volunteered by the employees as well as participation
in making decisions concerning the company strongly influence job satisfaction
of individual employees. However, it should be noticed that the elements of
shaping employee responsibility should be tailored to needs and personality of
an individual employee. Some people’s job satisfaction is positively influenced
by a larger degree of decision-making autonomy, whilst for some it is a smaller
degree that has a positive influence. It might be similar in case of participation
in making financial decisions as well as volunteering individual ideas.
Relations with a superior
Good communication between a subordinate and a superior facilitates
recognition of ability and potential and putting it to best use as well as skilful
influence towards eliminating types of behaviour that lower work effectiveness.
It is therefore one of the determinants of successful management13. Broadly
speaking, communication between superior and subordinate is to stimulate
the latter’s activity, increase his/her commitment, facilitate doing work but
it should also signal readiness to listen to his/her ideas and enable solving
mentioned problems (which is in the level of accountability and support group
of factors). The role of a superior is invaluable in the SME sector, particularly
as the communication there can be quicker and more direct14.
13 Z. Sekuła, Motywowanie do pracy. Teorie i instrumenty, Polskie Wydawnictwo Ekonomiczne,
Warszawa 2008, p. 127.
14 J. Stredwick, Zarządzanie pracownikami w małej firmie, Helion, Gliwice 2002, p. 162.
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Relationship with co-workers
A superior supports positive relations between employees since they
create a pleasant and consequently more work-conducive environment for
accomplishing job tasks. Increasing opportunities for socialising between
employees through after work activities (joint dinners, sports events, integration
trips) or activities during work time (joint lunches, casual day, joint celebrations
of important moments both for the company and individual employees)
or through unexpected activities (ordering meal for all, letting employees
finish work one hour earlier). Using these measures is up to the superior and
thanks to them he/she can improve relations between employees and between
subordinates and himself/herself.
4. Structure and hierarchy of determinants correlated with
job satisfaction
Ranking of determinants correlated with job satisfaction among survey
respondents in small and medium enterprises in the Italian region of Lombardy
and in the Polish the Mazovia Province is presented in this part of the article.
As it is shown in Table 1, in Poland the fact most strongly correlated to job
satisfaction is whether an employee is passionate about his/her job and whether
the job is interesting, whereas in Italy the recognition of one’s work and
superior’s sensitivity towards an employee’s needs is the most important fact.
In both surveyed regions diversified scope of work is third in the hierarchy of
determinants. The last positions are occupied by two hybrid factors: absorbing
and stressful work and one factor dependent on the workplace – distance from
home to workplace.
It is worth noticing that the frequency of answers chosen is not always
identical with the results of calculated correlations. For example, the largest
number of employees in Poland were satisfied with their relationship with
their co-workers (a total of 82%), while after statistical calculation this variable
in terms of correlation with job satisfaction only came eleventh in the hierarchy
of examined factors. The following ranking comprises also three factors that
are not included in the frames of three classified groups of variables. These are:
life satisfaction, consistency between work and education, performing work
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with passion15. It is clear that in Poland performing work with passion is most
strongly correlated with job satisfaction, whereas in Italy this factor only comes
19th. Life satisfaction is far more important for Italian respondents than for the
Polish respondents in the analysed relation with job satisfaction. The correlation
of consistency between work and education is of average strength.
Table 1. H
ierarchy of factors correlated with job satisfaction in Poland and in Italy
(example of the Mazovia Province and the region of Lombardy)
Importance
of
correlation
Determinant
Correlation
Coefficient
Spearman’s
rho
Determinant
Poland
Correlation
Coefficient
Spearman’s
rho
Italy
1
performing work with
passion
,586**
recognition received for work
,528**
2
interesting job
,567**
superior’s sensitivity to
professional needs
,514**
3
diverse scope of work
,505**
diverse scope of work
,499**
4
opportunities for
professional promotion
,490**
superior’s time availability
,498**
5
opportunities for
professional development
,462**
life satisfaction
,480**
6
decision-making
autonomy and
independence in work
,444**
relationship with superior
,480**
7
recognition received for
work
,436**
interesting job
,481**
8
progress
in accomplishing tasks
(ie. Work is moving
forward)
,405**
opportunity of listening and
implementing employees’
ideas
,468**
9
monthly net salary
,389**
directing superior’s attention
towards quality of work and
effects of work
,425**
10
superior’s sensitivity to
professional needs
,376**
superior’s help in solving
problems and difficulties
in fulfilling tasks
,432**
15 In
tables no. 1 and 2 variables are highlighted with a white background colour.
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Magdalena Kaczkowska-Serafińska
Importance
of
correlation
Determinant
Correlation
Coefficient
Spearman’s
rho
Determinant
Correlation
Coefficient
Spearman’s
rho
11
consistency between
work and education
,369**
treating employees with
politeness and respect
,428**
12
participation in the
company’s decision
making
,356**
progress in fulfilling tasks (ie.
Work is moving forward))
,421**
13
fair rules of salary
differentiation
,345**
consistency between work
and education
,415**
14
life satisfaction
,314**
opportunities for professional
promotion
,437**
15
relationship with superior
,321**
decision-making autonomy
and independence in work
,405**
16
organisation of working
hours
,312**
participation in the
company’s decision making
,384**
17
opportunity of listening
and implementing
employees’ ideas
,314**
opportunities for professional
development
,386**
18
working hours flexibility
,278**
superior’s sensitivity towards
personal/family needs
,373**
19
treating employees with
politeness and respect
,270**
performing work with passion
,353**
20
security of job stability
,259**
working conditions
,341**
21
working conditions
,249**
fair rules of salary
differentiation
,349**
22
superior’s sensitivity
towards personal/family
needs
,251**
monthly net salary
,339**
23
relationship with
co-workers
,205**
organisation of working hours
,327**
24
directing superior’s
attention towards quality
of work and effects of
work
,196**
relationship with co-workers
,314**
25
superior’s availability
,188*
working hours flexibility
,287**
26
superior’s help in solving
problems and difficulties
in fulfilling tasks
,189**
security of job stability
,204**
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Job Satisfaction and Attitude of Remaining in Workplace…
Importance
of
correlation
Correlation
Coefficient
Determinant
28
proximity from home to
workplace
29
stressful job
Determinant
Spearman’s
rho
,146**
–080
171
Correlation
Coefficient
Spearman’s
rho
proximity from home to
workplace
,132*
stressful job
-,110*
Source: Self reported data from author’s research (developed in SSPS and Excel).
Note: colour designation of table-cells: variables dependent on workplace- dark grey; hybrid variables
– grey; variables dependent on superior – light grey; life satisfaction, consistency between job and education and doing job with passion-white.
5. Influence of job satisfaction on the attitude of remaining
in the workplace
In order to examine whether job satisfaction influences attitudes towards
workplace the following single-element model was calculated. Relationship
between remaining in the job and job satisfaction can be presented in the form
of a logit model (logistic regression):
ln
Sm
= xT β + εi
Sn−
Sm
is a probability quotient of being in state Sm (decision about remaining
Sn
in the workplace) to probability of being in a different state Sn (decision
about leaving the workplace), x is a vector of observable independent variable
(explanatory). Estimation results for both countries together based on the
example of respondents in the Mazovia Province and the region of Lombardy
are presented in the following econometric model:
ln
16
Sm
− =, 675 + 1, 450job satisf action + εi
Sn
16 Attitude
towards workplace is the explanatory variable in this model, (question 22 “What
is your attitude towards working in your current company?” was transcoded into zero-one variable where the answers:
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Magdalena Kaczkowska-Serafińska
Based on calculated model, relationship was confirmed that those rather
satisfied or definitely satisfied with their job more often declared they wanted to
remain in the workplace than those who responded by saying they were rather
dissatisfied or definitely dissatisfied with their job or that they could not tell.
After calculating this type of model with one explanatory variable for Polish and
Italian respondents separately, we can tell that the results are very similar to
the model for both countries together. Both for respondents from the Mazovia
Province and the region of Lombardy, job satisfaction similarly influences
decision to leave or remain in the workplace.
6. Structure and hierarchy of factors correlated with desire
to remain in the workplace
Results of the study show that among both Polish and Italian respondents
those two same variables were most strongly correlated with attitudes towards
workplace. It can mean that the better opportunities for professional promotion
the company offers or/and the more the job is consistent with level of education,
the more employees in Poland and in Italy decide to remain in the workplace.
Out of 11 variables most strongly correlated with job satisfaction in Poland
there are 10 which are also most strongly correlated with attitudes, so this is
the same group of variables. Situation in Italy is different as out of 11 factors
most strongly correlated with job satisfaction, there are only 3, which are also
in the hierarchy of factors influencing the attitudes. It could be the result of too
small a group of respondents who want to change a job.
After graphic highlighting in this table of three groups of variables it can
be seen which variables in the three groups of determinants are most strongly
correlated with desire to remain in the workplace.
• „remain as long as possible” and „remain as long as possible because there is no alternative or it is difficult to find a new job” – take value of 1;
• „change job” – take value of 0.
Explanatory variable is a zero-one variable defining whether a respondent is satisfied with
his/her job (question 6_1 “Are you satisfied with your job in general?”, where the answers:
• „Definitely no”, „Rather no” and „Difficult to say” take value of 0;
• „Rather yes” and „Definitely yes” take value of 1.
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Table 2. H
ierarchy of factors correlated with the attitude of remaining in the
workplace/changing job in Poland and in Italy (based on example of the
Mazovia Province and region of Lombardy)
Importance
of
correlation
Determinant
Correlation
Coefficient
Spearman’s
rho
Determinant
Poland
Correlation
Coefficient
Spearman’s
rho
Italy
1
opportunities for
professional promotion
,288**
opportunities for professional
promotion
,260**
2
consistency between work
and education
,274**
consistency between work
and education
,231**
3
working conditions
,264**
participation in the
company’s decision making
,229**
4
opportunities for
professional development
,254**
decision-making autonomy
and independence in work
,214**
5
recognition received for
work
,253**
progress in accomplishing
tasks (ie. work is moving
forward)
,206**
6
decision-making autonomy
and independence in work
,244**
superior’s availability
,199**
7
diverse scope of work
,242**
relationship with superior
,186**
8
interesting job
,222**
working hours flexibility
,188**
9
progress in accomplishing
tasks (ie. work is moving
forward)
,205**
recognition received for work
,184**
10
superior’s sensitivity to
professional needs
,204**
working conditions
,181**
11
performing work with
passion
,200**
opportunities for professional
development
,183**
12
monthly net salary
,198**
diverse scope of work
,173**
13
security of job stability
,189**
performing work with passion
,162**
14
participation in the
company’s decision making
,187**
organisation of working
hours
,149**
15
relationship with superior
,173**
security of job stability
,150*
16
treating employees with
politeness and respect
,161**
superior’s help in solving
problems and difficulties
in fulfilling tasks
,140*
17
proximity from home to
workplace
,150**
superior’s sensitivity to
professional needs
,126*
18
fair rules of salary
differentiation
interesting job
,123*
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,124*
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Magdalena Kaczkowska-Serafińska
Importance
of
correlation
Determinant
Correlation
Coefficient
Spearman’s
rho
Determinant
Correlation
Coefficient
Spearman’s
rho
19
organisation of working
hours
,105
directing superior’s attention
towards quality of work and
effects of work
,118*
20
superior’s help in solving
problems and difficulties
in fulfilling tasks
,094
superior’s sensitivity towards
personal/family needs
,120*
,121*
21
working hours flexibility
,087
monthly net salary
22
opportunity of listening and
implementing employees’
ideas
,085
treating employees with
politeness and respect
,110
23
superior’s sensitivity
towards personal/family
needs
,077
opportunity of listening and
implementing employees’
ideas
,108
,036
24
superior’s availability
absorbing job
,104
25
life satisfaction
–,030
proximity from home to
workplace
,077
26
absorbing job
–,020
fair rules of salary
differentiation
,091
27
relationship with co-workers
–,018
relationship with co-workers
28
directing superior’s
attention towards quality of
work and effects of work
–,004
life satisfaction
–,045
29
stressful job
–,003
stressful job
–,003
,061
Source: Self reported data from author’s research (developed in SSPS and Excel).
Percentage results confirm correlation between opportunities for professional
promotion and attitudes towards workplace in the surveyed regions. It can
be assumed that the more the employee is satisfied with an opportunity for
professional promotion the less likely they are to change their job. There
is a similar tendency in the case of consistency between work and level of
education. It is highly likely that the more employees are satisfied with their
consistency, the more their will want to remain in the workplace.
7. Summary
The empirical study that was conducted enabled accomplishment of the specific
objectives and deriving conclusions and useful indications for the owners and
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superiors in the SME sector in Poland and Italy. It was shown that among the factors
that are most closely correlated with job satisfaction among Polish employees the
following received strongest positive correlation in the study: doing job with passion,
the fact whether the job is interesting, diverse scope of work as well as prospect for
promotion and professional development. In turn, among the Italian respondents
the first five are: recognition of work, superior’s sensitivity towards professional
needs, diverse scope of work, superior’s time availability and life satisfaction. Both
in Poland and in Italy that fact whether the job is absorbing is of little importance.
It is the same in case of proximity from home to work and the stress level at work.
The analysis of information obtained from the study confirms importance
of diversity of the scope of work and perception of work by an employee as
interesting. On this basis the main recommendation is showing necessity of
shaping contents of work in a way that makes it interesting through its diversity.
This leads to a situation when an employee works with passion. Job enrichment
provides an opportunity for a better use of the employees’ knowledge as well as
satisfying their needs. Nowadays, they can be used as motives for action which
constitute tools that can stimulate people’s activity at work. Particular attention
should be paid to matching shaped career path and professional development
with individual needs and abilities of each employee.
The logit model presented in this article confirmed positive influence of job
satisfaction on lower Staff turnover level. Subordinates who are unhappy with
their job are more often absent from work and more often look for a different
job. It confirms that the higher the job satisfaction is the more likely it is that
a particular employee will remain in his/her current workplace. In this way,
company owners will avoid costs of unwanted fluctuation and ensure stability
and opportunity for achieving established objectives of their business activity.
Results of the study indicate that a choice of a factor upon which employees
would remain in the workplace depends on a declared attitude towards
workplace. Respondents from the two surveyed groups who declared a wish to
remain in the current workplace for as long as possible would do so because
they were doing an interesting job. Employees also wishing to stay because
they had no other option would stay because of proximity from work to home.
Finally, people wanting to change jobs would stay in the current company
mainly because of their relationship with co-workers. The most frequently
chosen reason for changing company was a desire to increase base salary.
Desire to increase opportunity for professional promotion and professional
development as well as doing an interesting job were also significant.
However, if we take into account the strength of the correlation and not the
frequency of answers, it turns out that the level of satisfaction with a prospect
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Magdalena Kaczkowska-Serafińska
for professional promotion and consistency between job and level of education
are the main factors influencing decision about remaining in the workplace.
At the same time, it must be taken into account that the SME sector, due to its
flattened structure, does not have a great opportunity for promoting outstanding
employees. It does not change the fact that the way the companies approach the
issue of employee’s professional promotion and whether the decisions made about
professional tasks are in line with an employee’s level of education significantly
influences decision about remaining in or leaving workplace. Superiors may
suitably shape the scope of work in terms of employee’s education especially since
diversity of the scope of work is moderately strongly correlated with an attitude of
remaining in the workplace. Moreover, superiors may take care of an employee’s
professional development, show appreciation often enough and delegate certain
scope of decision-making autonomy within the framework of job tasks17.
This information confirms necessity to implement an appropriate system
of promotion of employees in the SME sector. Implementation is a challenge
when taking into account limitations imposed by the specific nature of the
sector. It justifies the need to search for solutions to meet this need. A possible
solution is to determine the scope of work so that through its development and
attractiveness employees will feel a genuine progress in their professional life.
Renaming jobs in small and medium enterprises certainly is an additional sign
of professional promotion. This type of change is much easier to implement than
in large enterprises due to flexibility and the speed of decision making in the
SME sector. It is important that subordinates feel they are part of the team
and actively participate in the planning process. People need and want to be
treated and paid fairly as it determines maintaining a high level of stabilisation
of employees. Conducting periodic and, of course, constructive conversations
with employees will provide insight into their needs and enable developing
a consensus regarding their potential professional promotion18.
17 Planning for development of employees’ is defined as a set of actions to determine
employee’s proffesional objectives and confronting them with his abilities, and then to build
a program of projects to achieve objectives set by an organisation.
Source: Leksykon zarządzania, Ed. M. Romanowska, Centrum Doradztwa i Informacji Difin,
Warszawa 2004, p. 409.
18 H.F. Rosenbluth, McFerrin D.P., Po drugie klient…, op. cit., p. 65.
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Peзюмe
Удовлетворение от работы и отсутствие тенденции
к смене места работы – факторы наиболее сильно
коррелированные в Польше и в Италии
Текучесть кадров имеет существенное значение для предприятия, так как состояние
и структура человеческого капитала, находящегося в распоряжении данной фирмы,
в большой мере свидетельствует о конкурентоспособности современных экономик
и предприятий. Для владельцев и руководителей сектора МСП особо важно наличие
информации о факторах, которые влияют на решения подчиненных о том, остаться
ли на своем нынешнем месте или сменить работу. В настоящей статье описаны результаты авторского эмпирического исследования, проведенного в Польше (мазовецкое
воеводство) и в Италии (регион Ломбардии) в 2010–2011 годах. Статья содержит презентацию модели, верифицирующей влияние получаемого от работы удовлетворения
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Magdalena Kaczkowska-Serafińska
на склонность работника оставаться на данном месте. В свою очередь применение
статистических методов позволило определить, которые факторы наиболее сильно
связаны с удовлетворением от работы, а также их связь с желанием остаться на своем
месте. Статья демонстрирует некоторые закономерности и показывает направления
действий итальянским и польским руководителям малых и средних предприятий.
Ключевые слова: факторы, обуславливающие удовлетворение от работы, отношение
к работе, МСП в Польше и Италии.
Magdalena Kaczkowska-Serafińska
Education: graduate of PhD studies at the Warsaw School of Economics
(Collegium of Management and Finance), Master’s degree of the Warsaw
University of Technology (Faculty of Administration and Social Science). Also
studied at the Università degli Studi di Trento (Facoltà d’Economia). The title
of doctoral dissertation: “Determinants of job satisfaction versus employees’
attitudes towards workplace in small and medium enterprises in Poland
an in Italy (on the example of the Mazovia Province and region of Lombardy).”
Professional experience: CEO of Dwór Wilkowice Foundation, director of small
company in Poland, Office Director of The European Forum of Women Business
Owners.
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