The purpose of this study is to explore the link between job satisfaction and organisational performance and to determine if there is an empirically provable relationship between these two variables, and the direction and the intensity of this relationship. Empirical research was conducted on a research sample of 40 large- and medium-sized Croatian companies, with 5806 employees surveyed. The results of this study show the existence of a clear link between employees’ job satisfaction and organisational performance in both directions, but with pretty weak intensity. Detailed analysis showed that the connection between job satisfaction and organisational performance is stronger than the connection between organisational performance and job satisfaction. It could be stated that job satisfaction determines organisational performance, rather than organisational performance determining job satisfaction.

The aim of this paper was to examine the role of organizational justice and leadership behavior orientation in predicting job satisfaction by focusing on three organizational justice dimensions (distributive, procedural, and interactional justice) and two leadership behavior orientations (task and relations-oriented behaviors). The empirical research was conducted in Croatia, during 2019. The research sample included 298 participants. Hierarchical regression analysis was conducted to empirically test proposed hypotheses focusing on organizational justice and leadership behavior orientation as predictors of employees’ job satisfaction. Research results showed that interactional justice, distributive justice and relations-oriented leadership behavior have an almost equally powerful impact on job satisfaction. Those variables are based on social relations, which revealed the importance of connections among people and social interactions for job satisfaction development. Additionally, findings suggested that procedural justice and task-oriented leadership behavior did not affect employees’ job satisfaction. These results additionally bring social interactions in the focus of job satisfaction development. A better and more in-depth understanding of these links allows management to be efficient in rapidly changing organizational circumstances to stimulate employees to work effectively. Therefore, in order to enhance employees’ job satisfaction, managers need to create a working environment that is friendly, honest, and encouraging. They have to pay attention to relationships with their employees, providing them the perception of justice, respect, and trust, as well as motivation in everyday activities. Upcoming lines of research should put effort into further exploration of this cognition, by exploring some other social relations variables and their mediational impact on job satisfaction.

Purpose: The purpose of this paper is to empirically investigate and clarify the relationship between business process improvement and employees’ behavior. More precisely, the purpose is to test whether a business process improvement initiative has a positive impact on performance and employees’ behavior, namely, motivation, communication and knowledge sharing.Design/methodology/approach: The empirical research of this paper was conducted in the year 2013 in an ICT company on 52 employees who worked in the company’s R&D Centre. Business process improvement is analyzed in the change of work method for software development. Two projects of software development were observed. The data about the projects were collected by using the company’s documentation. The data about employees’ behavior were collected by a specially designed questionnaire.Findings: Business process improvement led to better results and overall performance. Furthermore, it was found that business process improvement enhanced three important elements of employees’ behavior. These are motivation, communication and knowledge sharing.Research limitations/implications: The main limitations of this study are small research sample, focusing on just the way of business process improvement and on only one company. Therefore, the results cannot be generalized and considered as being generally accepted.Practical implications: The findings of this study could be useful for ICT companies because it shows the benefits of the Kanban method.Originality/value: The major contribution of this study is to prove the positive impact of business process improvement initiatives on overall performance and on the special elements of employees’ behavior. This cognition enhances the existing knowledge on business process improvements.

Organizational commitment gets significant attention from both scientists and practitioners alike since the 1950s. This interest is evident in the literature in the area of management and organizational behaviour, in an impressive number of studies exploring the nature, antecedents, and outcomes of organizational commitment. The aim of this paper is to contribute to the clarification of the relationship between employees’ demographic characteristics and their organizational commitment, since research studies imply mainly inconsistent results about this relationship. The empirical research was carried out in Croatia. The research sample includes 304 employees. A self-developed questionnaire was used for data collection, specifically about gender, age, tenure, education, and marital status. In order to assess organizational commitment, the Organizational Commitment Scale was applied. Research results showed no differences in organizational commitment regarding the employees’ gender or marital status, while the differences in employees’ organizational commitment exist regarding employees’ age, tenure in organization and education. Dwelling into these differences, this paper demonstrates that the level of organizational commitment varies according to different subcategories of each demographic characteristic. In addition, this paper explains the origin and possible reasons of differences in organizational commitment regarding the different subcategories of each demographic characteristic.

The aim of this study was to explore organizational and professional commitment among Croatian employees, as well as to find out whether there were any differences in those commitments regarding employees’ demographic characteristics. The empirical research was conducted online in January 2021. The questionnaire was distributed online using convenience sampling method, which is a non-probability sampling method that involves participants from population who are available to participate in the study. The number of participants was 153. Research results indicated that respondents were slightly more professionally than organizationally committed. By observing each organizational and professional commitment dimension, research results showed that the level of professional affective commitment stood out, while the level of normative commitment, both organizational and professional, was the lowest. Additionally, research results showed that there were no statistically significant differences in the mean value of organizational commitment as well as of professional commitment regarding any of the respondents’ demographic characteristics (gender, age, tenure in the organization, education and marital status).

The aim of this paper is to prove the connection between the participation of knowledge workers in an organization and its performance, as well as to define how the change of the participation of knowledge workers influences organizational performance. The empirical research was conducted on a sample of 40 companies. Using a specially designed questionnaire, the research data, which includes data about the participation of knowledge workers in each company and indicators of companies' financial performances, was collected. The empirical results discovered a statistically significant positive correlation between knowledge workers’ participation and organizational performance and also showed how each financial indicator of a company’s performance will change if the knowledge workers’ participation changes. Furthermore, the results show that the growth of knowledge workers’ participation in companies is not adequately followed by increased awards and other expenditures related to these workers, which could be a significant factor of the low productivity of these workers, which has also been proved by this research.