| Abstract [eng] |
The Master's thesis analyses the interconnections between organizational culture, employee well-being and quiet quitting in the context of pre-school educational institutions. The aim of the study is to assess the interrelationships between organizational culture, employee well-being and quiet quitting in pre-school educational institutions. The theoretical part of the study discusses the concepts, theoretical models and the main types of organisational culture according to the Competing Values Model. It also analyses employee well-being, its dimensions and the factors influencing it in the work environment. The phenomenon of quiet quitting, as a form of psychological disengagement of employees from work, is discussed as a growing phenomenon affecting the performance of organizations. The theoretical review contributed to the formulation of the research hypotheses and the development of an empirical model. The empirical part of the study was carried out using a quantitative research method—a questionnaire survey with 117 respondents from different pre-school institutions. Statistical analysis included correlation, regression and mediation analyses. The results showed that types of organizational culture have a significant impact on employees' silent departure. Clan and adhocracy cultures reduce the risk of silent resignation, while market and hierarchical cultures increase it. The mediation analysis revealed that employee well-being is a significant mediating factor between organizational culture and quiet quitting. The study contributes to theoretical and practical insights on the impact of organizational culture on employee behaviour. The results of the study can be useful for managers seeking to create supportive work environments that enhance employee well-being and reduce the risk of silent departures. The paper concludes with recommendations for improving organizational management processes and for developing further research directions. |
