Investigation on preconditions of productive manager-employee interaction

Abstract

Purpose – to explore the factors for productive relationship between managers and employees. The article examines the role of the interrelationship of managers and employees in order to improve organisational performance. Design/methodology/approach – A quantitative study was conducted to collect empirical data. Research method - questionnaire. The questionnaire contains statements formulated on the basis of the theoretical analysis. Respondents were asked to answer the statements by choosing one of the 6 options: totally disagree, disagree, mostly disagree than agree, mostly agree than disagree, agree and fully agree. The summarized study results are shown in diagrams in a percentage. Findings – it was determined that during the period of transformations of public sector organisations, in order to improve the performance results, the heads of social service institutions should pay more attention to such factors as: attention to quality policy, promotion of personnel motivation, employee qualification improvement, employee involvement in decision-making, informing clients about the performance of the institution, tasks based on consensus between the managers and employees to improve the performance of the institution. Research limitations/implications – as respondents' answers were analyzed as a whole, it was not clear how much the opinion of managers and employees were close or different. Because of this limitation, we can only evaluate the research insights as general trends, and we cannot claim that most employees or most managers agree with the statement at the same level as after both managers' and employees' opinions were combined and analyzed. Practical implications – the results of this study may be useful for the heads of social service institutions to improve their organisational performance. Originality/Value – the study examined the role of the relationship between managers and employees in improving the organisation's activities in the field of social services. The article is based on a new approach to the manager's ability to achieve important results for the company: the theoretical analysis shows that without employees' provision and devotion, the manager would not be able to achieve high results even if he or she has the necessary competences, knowledge and skills. The study is original in that it was empirically verified and confirmed that this theoretical approach is indeed relevant to social service institutions. Keywords: management, leadership, employee commitment, organisational performance improvement. Research type: original research; viewpoint. JEL classification: I 31; I 39; J 24.