| Abstract [eng] |
SUMMARY 64 pages, 17 charts, 3 pictures, 53 references This master’s thesis examines the relationship between organizational culture that supports business process management (BPM), employees’ perceived maturity of business process management, and employee engagement. The relevance of the study stems from the fact that in modern organizations, not only effective process management but also employee engagement in operational improvement is becoming increasingly important. Business process management helps organizations systematically analyze, manage, and improve processes, but its success depends not only on formal procedures or technological solutions. Organizational culture, employees’ attitudes toward process management, and their perception of the organization’s BPM maturity play a significant role. Based on a review of the literature, it can be concluded that an organizational culture that supports BPM fosters process-oriented thinking, collaboration, shared responsibility, a focus on value creation, and continuous improvement. In this study, employees’ perception of BPM maturity is understood as their assessment of the extent to which the organization’s processes are clear, consistently managed, measured, and improved. Employee engagement is analyzed as a positive work-related state characterized by energy, dedication, and immersion in the task at hand. Theoretical analysis suggests that a culture supporting BPM can directly promote employee engagement, but this relationship can also be explained through employees’ perceived BPM maturity. The empirical study included 179 respondents from various organizations in Lithuania and abroad. The study examined three main constructs: an organizational culture that supports BPM, employees’ perceived maturity of BPM, and employee engagement. Data were collected via a questionnaire survey. Descriptive statistics, scale reliability assessment, normality tests, the t-test, ANOVA, and correlation, regression, and mediation analyses were applied to the data. The study results showed that all three constructs are statistically significantly related to one another. It was found that an organizational culture supportive of BPM positively influences employee engagement and employees’ perceived BPM maturity, while BPM maturity positively influences employee engagement. Mediation analysis confirmed that employees’ perceived BPM maturity mediates the relationship between an organizational culture that supports BPM and employee engagement. This means that organizational culture affects employee engagement both directly and indirectly—through employees’ perceived maturity of process management. The results have both theoretical and practical significance. From a theoretical perspective, the study contributes to research on BPM and organizational behavior by integrating organizational culture, BPM maturity, and employee engagement into a single model. From a practical perspective, the study shows that organizations seeking to strengthen employee engagement should focus not only on formalizing processes but also on strengthening culture, employee involvement, collaboration, and continuous improvement. The study’s limitations relate to the context of Lithuanian organizations, the cross-sectional study design, and data based on employees’ self-assessments. |
