Employee and the Self-Employed Job Satisfaction: Similarities and Differences

Research question: This paper investigates if there are differences between employees and the self-employed job satisfaction levels. Motivation: The motive for this research was the desire to determine the validity of the assumption that the self-employed are more satisfied with their jobs than employees, and also to investigate for the first time in Serbia the differences in the self-employed and employee job satisfaction. The paper relies on earlier research works that have all shown that the self-employed are more satisfied with their jobs than employees (Blanchflower, 2004). This is due to the autonomy at work that the self-employed have, while employees experience it in a smaller degree. In addition, the selfemployed also have better opportunities to organize their work so that it can be interesting, a greater flexibility at work and larger income. Idea: In this perspective, the central hypothesis of this study is that in Serbia, and also other researched countries, the self-employed job satisfaction is higher than that of the employees in their firms. Therefore, the research has been directed to determine whether job satisfaction, as a dependent variable, is systematically different depending on the respondents’ status (self-employed – employee), as an independent variable. Data: The research included 127 employees in 15 different business firms run by the self-employed from different parts of Serbia. Of the total number of respondents, 52 were self-employed while 75 were employees. The respondents rated the importance of and their satisfaction with 12 job dimensions. Tools: While calculating the average importance and satisfaction rates of the self-employed and employees, as well as the statistical significance of the differences in their ratings by means of independent sample t test, significant results have been obtained. Findings: Just like in the earlier research, it has been confirmed that the self-employed show a higher level of total job satisfaction in comparison with employees. Statistically significant differences in the job dimensions’ importance exist only in the job dimension “Work that does not require overtime”, which is significantly more important to employees than to the self-employed. With respect to job satisfaction, statistically significant differences exist in 6 out of 12 job dimensions, and in each of them the self-employed are more satisfied than the employees. Unlike in earlier research, the main source of the self-employed satisfaction is not autonomy at work, but personal responsibility in task completion, safe working conditions and friendly atmosphere at work. Contribution: The study has once again shown that the selfemployed are more satisfied with their job in comparison with the employees, and that this also applies in Serbia

IL-33/ST2 Pathway and Galectin-3 as a New Analytes in Pathogenesis and Cardiometabolic Risk Evaluation in Psychosis

Schizophrenia and treatment of this disorder are often accompanied with metabolic syndrome and cardiovascular issues. Alterations in the serum level of innate immune mediators, such as interleukin-33 (IL-33) and its receptor IL-33R (ST2) and Galectin-3 (Gal-3) were observed in these conditions. Moreover, these parameters are potential prognostic and therapeutic markers. There is also accumulating evidence that these molecules play a role in neuroinflammation. Therefore, in this study we have investigated the serum level of Gal-3, IL-33 and soluble ST2 (sST2) in different stages of schizophrenia. Gal-3 levels were elevated in remission and lower in schizophrenia exacerbation in comparison with controls. Levels of IL-33 and sST2 are higher in schizophrenia exacerbation in comparison with controls and patients in remission. This initial analysis of new markers of neuroinflammation suggested their involvement in schizophrenia pathophysiology and/or cardiometabolic comorbidity

Contradictory values in the process of organizational change: a case study

Values have always been perceived as a guide for action at both individual and organizational levels. By showcasing an example of one Serbian company, the paper aims to present how employees and managers collective values can be inconsistent and contradictory, as well as the causes and effects of such a state of company system of values. The research was conducted by applying a case study method in a Serbian company comprising both qualitative and quantitative research techniques. The company was in the process of intensive organizational changes at the time of the research. The research has shown that it is possible for values of the employees and managers to be contradictory and that this contradiction is caused by radical changes both in the environment and in the organization itself. The research has also shown that this contradiction characterizes the Moving Phase in the process of organizational change, and that it is likely to disappear when company moves into the Refreezing Phase in the change process. The conclusions of this paper imply that the structure of collective values in organizations must be taken into account both in research and in practice of change management. Generalization of conclusions and implications is limited by the nature of the applied case study research method

Organizational models as configurations of structure, culture, leadership, control, and change strategy

Starting from the axioms of consistency, stability, contingency, and configuration, research on organizational structure, culture, control, leadership, and change management strategy has shown that their typical configurations, or models, can be differentiated according to the same two criteria: distribution of power and dominant organizational dimension. On the one hand there are models of structure, culture, control, leadership, and change management strategy that are based on an unequal, or authoritarian, distribution of power within organizations, while on the other hand there are models that are based on democratic, or equal, distribution of power. Also, on the one hand there are models of structure, culture, control, leadership, and change strategy that are based on work structure and tasks, while on the other hand there are models of these organizational components that are based on social structure, people, and their relationships. Harmonization of typical configurations of organizational structure, culture, control, leadership, and change strategy occurs due to the harmonization of the differentiation criteria. Based on this harmonization, four organizational models have been identified as typical configurations of structure, culture, control, leadership, and change strategy: the autocratic, bureaucratic, innovative, and task models. Each of these models is effective in a different environmental contingency

Methodological approaches in the research of organizational culture

In the thirty-years-long research of organizational culture, two mutually opposed methodological approaches have emerged: objectivistic quantitative and subjectivistic-qualitative. These two approaches are based on opposite ontological and epistemological assumptions: they include different types of research, and use opposite, quantitative vs. qualitative, methods of research. Each of the methodological approaches has its advantages and disadvantages. For this reason a hybrid approach emerges as a legitimate choice in organizational culture research methodology. It combines elements of both subjectivistic and objectivistic methodological approaches, according to the goals, content, and context of the research and preferences of the researcher himself/herself. Since it is possible to combine the two principal methodological approaches in various ways, there are several possible hybrid methodologies in organizational culture research. After the review of objectivistic quantitative and subjectivistic-qualitative methodological approaches, one of possible hybrid approaches in the research of organizational culture is presented in this paper

The mutual impact of organizational culture and structure

This paper explores the relationship between the structure and culture of an organization. The starting assumption is that organizational structure and organizational culture impact each other, and that there is a causal relationship due to which the agreement of the two components of organization leads to better performance. First, the mechanism through which organizational culture impacts the design of organizational structures and the manner in which organizational structure affects the maintenance, strengthening, or changing of organizational culture is explained at the conceptual level. Then, based on the known classifications of organizational structure and culture, they are put into a relationship of direct mutual interdependence. This is done by generating hypotheses about the agreement of particular types of organizational culture and particular types of organizational structure

Organizational learning in the theory of organizational change

The concept of organizational learning has been presented and placed within the referential frame of the organizational change theory. It appears that organizational changes shows to be a wider concept than organizational learning, since every learning includes change, but every change does not necessarily include learning. Organizational learning presents a particular type of organizational change, one which comprises creation and utilization of knowledge, includes changes of both cognitive structures and behaviors of organizational members, and necessarily is normative by its nature. The referential frame of the theory of organizational change is based on the classification of organizational changes and put together all theories into four perspectives: organizational development, organizational transformation, organizational adaptation and process perspective. It can be concluded that the concept of organizational learning is eclectic one, since it includes all types of organizational changes and encompasses all mentioned perspectives of organizational changes.

Complexity of matrix organization and problems caused by its inadequate implementation

Matrix organization model is a sophisticated structure intended to combine both the efficiency and effectiveness of the functional and the product/service/customer/area dimensions. From the moment it was introduced in practice, this organizational architecture was accepted with enthusiasm, because it represented a complex organizational response adequate to the conditions which most of the companies in the world have been facing since 1970s. Although matrix organization is not a novelty, it is still a controversial model of organization design. The aim of this paper is to provide a deeper insight into the causes and effects of organizational misfits which appear in the implementation phase of three-dimensional matrix organization, as well as to offer some practical recommendations for managers on how to improve their capacities for successful management of complex matrix organization architecture in their organizations

Cultural divergence and performance evaluation systems: A comparative study of three Serbian companies

Many authors have argued that human resource systems are the business practices most likely to be affected by the cultural context within which they are applied. Among other HRM practices cultural differences significantly affect performance evaluation, causing various difficulties and inefficiencies in the implementation of performance evaluation systems (PES). In order to provide for a deeper understanding of difficulties in the implementation of PES within specific cultural contexts, this paper therefore intends to explore the design and implementation of performance evaluation systems in three Serbian companies. The research findings point out the importance of building more culturally sensitive PES, calling attention to some possible directions, particularly in Serbia

Identifying organizational factors of job satisfaction: The case of one Serbian company

This paper presents the results of exploratory research, the objective of which was to identify organizational factors of job satisfaction. A stratified random sample of 1,488 employees from a Serbian company answered a specially designed questionnaire, which asked them to rate the importance of and their satisfaction with fifty job different aspects. The survey results were analysed by means of three factor analyses, firstly using the data on the importance of job aspects, secondly using the data on satisfaction with the job aspects, and thirdly using data on the gap between the importance and satisfaction ratings. By synthesizing the results of the three factor analyse, a total of six job satisfaction factors was obtained, three of which are identical to previously identified factors and can be found in job satisfaction theory, two of which are modifications of already identified factors, and one factor which is new in this field of research