Job Satisfaction and Attitude of Remaining in Workplace Most Strongly Correlated Factors in Poland and Italy 1

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1 Job Satisfaction and Attitude of Remaining in Workplace Most Strongly Correlated Factors in Poland and Italy 1 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 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.

2 162 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 outcome 3. 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 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.

3 Job Satisfaction and Attitude of Remaining in Workplace 163 analysed 4. 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 March 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 thesis 5, the following division of factors influencing job satisfaction was adopted for the analysis and the empirical research purposes 6 : 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 family 7. 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 s 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 A. Dral, Powszechna ochrona trwałości stosunku pracy. Tendencje zmian, Wolters Kluwer, Warsaw 2009, p. 74.

4 164 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 procedures 8. 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 rules 9. 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 See M. Juchnowicz Eds., Wynagrodzenia w małych i średnich firmach. Stan aktualny oraz kierunki zmian, Instytut Pracy i Spraw Socjalnych, Warszawa 2005, pp 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.

5 Job Satisfaction and Attitude of Remaining in Workplace 165 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 potential 10. 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 job 11. 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 Motywowanie w przedsiębiorstwie, uwalnianie ludzkiej produktywności, Ed Z. Jasiński, II edition, Publisher Agency Palcet, Warszawa 2001, p. 50.

6 166 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 satisfaction 12. Instead of focusing on employees mistakes and pitfalls, it is better to recognise their 12 M. Sidor-Rządkowska, Zarządzanie personelem, op. cit., p. 133.

7 Job Satisfaction and Attitude of Remaining in Workplace 167 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 management 13. 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 direct Z. Sekuła, Motywowanie do pracy. Teorie i instrumenty, Polskie Wydawnictwo Ekonomiczne, Warszawa 2008, p J. Stredwick, Zarządzanie pracownikami w małej firmie, Helion, Gliwice 2002, p. 162.

8 168 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

9 Job Satisfaction and Attitude of Remaining in Workplace 169 with passion 15. It is clear that in Poland performing work with passion is most strongly correlated with job satisfaction, whereas in Italy this factor only comes 19 th. 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. Hierarchy of factors correlated with job satisfaction in Poland and in Italy (example of the Mazovia Province and the region of Lombardy) Importance of correlation Poland 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 5 opportunities for professional development 6 decision-making autonomy and independence in work 7 recognition received for work,490** superior s time availability,498**,462** life satisfaction,480**,444** relationship with superior,480**,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.

10 170 Importance of correlation 11 consistency between work and education 12 participation in the company s decision making 13 fair rules of salary differentiation,369** treating employees with politeness and respect,356** progress in fulfilling tasks (ie. Work is moving forward)),345** consistency between work and education,428**,421**,415** 14 life satisfaction,314** opportunities for professional promotion 15 relationship with superior,321** decision-making autonomy and independence in work,437**,405** 16 organisation of working hours 17 opportunity of listening and implementing employees ideas,312** participation in the company s decision making,314** opportunities for professional development,384**,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 23 relationship with co-workers 24 directing superior s attention towards quality of work and effects of work,251** monthly net salary,339**,205** organisation of working hours,327**,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**

11 Job Satisfaction and Attitude of Remaining in Workplace 171 Importance of correlation 28 proximity from home to workplace,146** proximity from home to workplace,132* 29 stressful job 080 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 S m S n = x T β + ε i S m S n is a probability quotient of being in state S m (decision about remaining in the workplace) to probability of being in a different state S n (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 S m S n =, , 450job satisfaction + ε i 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:

12 172 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.

13 Job Satisfaction and Attitude of Remaining in Workplace 173 Table 2. Hierarchy 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 Poland 1 opportunities for professional promotion 2 consistency between work and education Italy,288** opportunities for professional promotion,274** consistency between work and education 3 working conditions,264** participation in the company s decision making 4 opportunities for professional development 5 recognition received for work 6 decision-making autonomy and independence in work,254** decision-making autonomy and independence in work,253** progress in accomplishing tasks (ie. work is moving forward),260**,231**,229**,214**,206**,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) 10 superior s sensitivity to professional needs 11 performing work with passion,205** recognition received for work,184**,204** working conditions,181**,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 17 proximity from home to workplace 18 fair rules of salary differentiation,161** superior s help in solving problems and difficulties in fulfilling tasks,150** superior s sensitivity to professional needs,140*,126*,124* interesting job,123*

14 174 Importance of correlation 19 organisation of working hours 20 superior s help in solving problems and difficulties in fulfilling tasks,105 directing superior s attention towards quality of work and effects of work,094 superior s sensitivity towards personal/family needs,118*,120* 21 working hours flexibility,087 monthly net salary,121* 22 opportunity of listening and implementing employees ideas 23 superior s sensitivity towards personal/family needs,085 treating employees with politeness and respect,077 opportunity of listening and implementing employees ideas 24 superior s availability,036 absorbing job, life satisfaction,030 proximity from home to workplace 26 absorbing job,020 fair rules of salary differentiation 27 relationship with co-workers,018 relationship with co-workers, directing superior s attention towards quality of work and effects of work,110,108,077,091,004 life satisfaction, stressful job,003 stressful job,003 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

15 Job Satisfaction and Attitude of Remaining in Workplace 175 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

16 176 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 tasks 17. 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 promotion 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 H.F. Rosenbluth, McFerrin D.P., Po drugie klient, op. cit., p. 65.

17 Job Satisfaction and Attitude of Remaining in Workplace 177 Bibliography Depedri S., Tortia E., Incentives, Job Satisfaction and Performances: Empirical Evidence in Social Enterprises, Eurisce Working Papers No. 012/10, University of Eurisce Dral A., Powszechna ochrona trwałości stosunku pracy. Tendencje zmian, Wolters Kluwer, Warsaw Leksykon zarządzania, Ed. M. Romanowska, Centrum Doradztwa i Informacji Difin, Warszawa Motywowanie w przedsiębiorstwie, uwalnianie ludzkiej produktywności, Ed. Jasiński Z. II edition, Publisher Agency Palcet, Warszawa Rapporto Job satisfaction La motivazione sul lavoro nelle aziende italiane 2007, OD&M Organization Design & Management, Milano Rosenbluth H.F., McFerrin Peters D., Po drugie klient. Zadowoleni pracownicy gwarancją sukcesu firmy, Wolters Kluwer, Crakow Sekuła Z., Motywowanie do pracy. Teorie i instrumenty, Polskie Wydawnictwo Ekonomiczne, Warszawa Sidor-Rządkowska M., Zarządzanie personelem w małej firmie, II edition, Wolters Kluwer, Warsaw Stredwick J., Zarządzanie pracownikami w małej firmie, Helion, Gliwice Strużyna J., Doskonalenie jakości zarządzania zasobami ludzkimi w małych firmach, Wydawnictwo Akademii Ekonomicznej w Katowicach, Katowice Wynagrodzenia w małych i średnich firmach. Stan aktualny oraz kierunki zmian, Ed. M. Juchnowicz, Instytut Pracy i Spraw Socjalnych, Warszawa 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 годах. Статья содержит презентацию модели, верифицирующей влияние получаемого от работы удовлетворения

18 178 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. 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: s 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.