| Abstract [eng] |
The thesis analyses how managerial support, employee engagement and the use of process management systems affect process efficiency in companies of different sizes in Lithuania. The relevance of the study is determined by the need for organizations to optimize their business processes in today's competitive business environment, taking into account the available resources, management practices and the size of the company. The aim of the paper is to determine the impact of factors such as managerial support, employee engagement and the use of process management systems on process efficiency in companies of different sizes and to assess how the size of the company moderates the impact of these factors. The objectives of the thesis were to analyze literature, develop a theoretical model, formulate hypotheses, develop a research methodology, carry out an empirical study, analyze the results, and present conclusions and suggestions. The quantitative research method used in the paper was a questionnaire survey, the data of which was analyzed using SPSS statistical software. Factorial and regression analyses were carried out. Sample - 181 head managers and 7 company representatives from companies of different sizes in Lithuania. 58 The selection of companies was based on the principle of purposive sampling. Respondents were divided into two groups: smaller enterprises (micro/small) and larger enterprises (medium/large). The results of the study showed that employee engagement and the use of process management systems have a significant impact on process efficiency in both groups of companies. Managerial support was significant in the smaller companies. Company size moderated the effect of several factors, indicating that efficient factors do not operate in the same way in different sized organizations. The results confirmed several of the study's hypotheses and rejected some of them. The paper concludes with the insights that effective process management requires not only the implementation of management systems, but also the active participation of employees and the commitment of managers. It is recommended that small companies adopt simpler, flexible process management practices, while larger companies adopt structured, standardized methodologies (e.g. ISO, Lean, Six Sigma). The results of the work are relevant for both science and business practice, as they can be applied to the development of management decisions related to process optimization in companies of different sizes. |
