| Abstract [eng] |
79 pages, 32 tables, 5 figures, 124 references. In the final thesis of this master's business process management study program, differences in employee well-being in standard hierarchy and holacratic business process model companies. The scientific novelty of the Master's work is justified by the fact that this research work is the first to essentially study a new business process management paradigm. This scientific work not only investigates employee job satisfaction and engagement in holacratic organizations for the first time, but also provides recommendations aimed at increasing employee satisfaction and engagement by applying the specified methods. The aim of the research work is to determine the differences in employee job satisfaction and engagement (employee well-being) in hierarchical and holacratic business process management organizations. The results of the analysis of scientific literature show that empowerment, distribution of decision-making rights, level of control, need for self-actualization, leadership and need for it are factors that can potentially cause different levels of employee satisfaction and engagement in hierarchical and holacratic organizations. It has also been proven that the Holacratic form of organizing business processes allows giving more power to employees and removing hierarchical barriers, promoting agility and flexibility in decision-making processes. In order to verify the effect of the above-mentioned constructs on job satisfaction and engagement, 6 hypotheses were formulated. The chosen quantitative research method is a targeted questionnaire survey of respondents. The survey platform of surveymonkey.com is used to collect data, and the method of selecting respondents is non-probability. A total of 418 responses were collected. The obtained data were further analyzed using computer program packages IBM SPSS (version 29) and SMART PLS (version 4). The research model was validated using confirmatory composite analysis. The results of the study reveal that there are significant differences between holacratic and standard hierarchy organizations. Holacratic organizations are characterized by a more decentralized method of decision-making, where decision-making rights are distributed among teams or circles. This resulted in greater autonomy and empowerment of employees as they actively participated in the decision-making process. Standard hierarchical organizations, in contrast, were characterized by a more centralized decision-making structure, where decision-making authority was primarily concentrated at the managerial level. This resulted in less employee involvement in decision-making processes and less autonomy. All 6 hypotheses were confirmed. Detailed conclusions and recommendations are also provided for companies wishing to implement the principles of the holacratic business process management model. |
