Generolo Jono Žemaičio Lietuvos karo akademija

Public organizations, including the armed forces, like other employers, are looking for candidates for soldiers and military personnel in the labor market. Taking into account the attributes that make up the attractiveness of an employer and their interdependence, a study was carried out in the course of which the aim was to find out how one of the public organizations, the armed forces, is perceived by people who may become soldiers or who may take up a job in the military how the sources of information through which it reaches them are assessed, and which of its features may attract their attention. The goal was achieved by carrying out, in the first quarter of 2022, a nationwide survey of people between the ages of 18 and 44. Aiming to better understand the opinions of respondents, an analysis of the labor market situation in all voivodeships was carried out. To analyze the collected data and present the results, Statistica v.13.3 and R/RStudio software were used. As a result of the survey, it was possible to establish that the armed forces enjoy a high level of trust among citizens. Respondents assessed the qualities and motives, tangible and intangible, that may encourage service and work in the military due to the potential benefits for candidates. From the perspective of the armed forces, indications as to individual elements can be the basis for improving personnel policies and marketing communications.

Objective - This study was conducted to propose and test a conceptual model to resolve research gaps on customer satisfaction factors in the public sector of service companies, through the variable of corporate social responsibility (CSR), service experience, and customer company identification. Methodology/Technique - This study adopts the expectation theory of disconfirmation of customer satisfaction as a basis for resolving the research gap. Data was collected from 250 customers at a local enterprise water service in West Kalimantan, Indonesia, using a purposive sampling method. The analytical tool used is partial least square (PLS). Findings - The model is confirmed by the data collected and shows that customer satisfaction in local enterprise water services is influenced by services experiences and customer company identification, while CSR activities carried out by the company do not affect customer satisfaction, but CSR affects customer company identification.

This paper focuses on identifying risks in selected social facilities in relation to the possible occurrence of an emergency. Risks are dealt with for residential social facilities that provide meals all day long in the territorial scope of the city of České Budějovice. Via the application of the KARS method, selected risks are assessed using their correlations. In this way, the risks are divided into those that primarily threaten the examined social facilities, as well as risks that represent hierarchically-lower risks, or those that were assessed as relatively safe. The research investigated risks in relation to emergencies that occur when social services are provided within the cadastral territory of the České Budějovice. The KARS method was used to identify the risks that are most dangerous for social facilities. In the first stage of the analysis, group risks were ascertained that occur during the operations of individual facilities. The risks were divided into those that primarily threaten the social facilities, and to those which hierarchically represent lesser risks, or were assessed as relatively safe.

The prime objective of the current study is to explore the nexus between job involvement, turnover, and organizational commitment. Meanwhile, the study has examined the mediating role of organizational commitment in the relationship between job involvement and turnover. The study broached an argument that in the era of globalization, it has been regarded to be a key issue to deal with employee turnover for any business organization. To date, agreement on how to practice this concept has not yet been resolved. Employing the survey-based methodology, the SEM-PLS technique is used to test the hypothesized relationships. So, the current study has used SEM-PLS as a statistical tool to answer the research questions raised in this study and research objectives envisaged in the current study. The data is collected from the managers of the manufacturing firms in Indonesia. The findings of the study have provided support to the theoretical foundation and the proposed hypothesis of the current study. The current study will be helpful for policymakers and practitioners in understanding the issues related to job involvement, turnover, and organizational commitment. In author knowledge, this is among very few pioneering studies on this issue.

Over the years there has been a phenomenal growth in the number of social enterprises in India. This is partly a consequence of a new policy of the government to gradually withdraw from social development activities. The gap thus created is being filled by social enterprises. A social enterprise can be a for-profit or not-for-profit venture engaged in income-generating activities with an agenda of bringing positive change in the society. While social enterprises are engaged in the development of people, it is rather paradoxical that they experience a variety of problems with respect to the management of human resources within their enterprises. It is common knowledge that social enterprises perennially struggle with various critical human resources issues such as getting employees at low rates of compensation, providing growth opportunities for employees within the organization, retaining talent especially in the middle management, providing clearly defined roles and tasks to employees, leading to high attrition and increasing the cost of acquiring and training new employees. Thus, it becomes critical for social enterprises to think out-of-the-box and try a variety of innovative strategies to overcome these problems. This paper discusses a few such innovative HR strategies adopted by social enterprises to attract and retain talent, such as offering jobs to people with vision and value congruence, enhancing the credibility of the organization through brand building, providing opportunities for personal growth, creating a sense of ownership among employees through participation in decision making, creating sense of ownership among employees by giving equity shares, creating entrepreneurial opportunities within the organization, finding employees from among beneficiaries, attracting employees to serene lifestyle in peaceful and scenic location and providing attractive fringe benefits to the employees. Collectively these strategies seem to suggest that social enterprises adopt a ‘partnership paradigm’ for managing their employees.