Tyrimai rodo, kad darbuotojų elgesį darbe lemia darbo motyvacija. Paprastai motyvuotam asmeniui natūraliai norisi dirbti, tačiau dėl stiprios motyvacijos dirbti šis noras gali tapti nekontroliuojamas. Asmuo gali pernelyg sureikšminti darbą, – tai skatina peržengti savo galimybes. Vis dėlto į kai kuriuos šios srities klausimus neatsakyta. Darbo motyvacijos ir darboholizmo ryšys vis dar susilaukia prieštaringų vertinimų. Atsakyti į tam tikrus klausimus gali padėti tyrimų išvadų sujungimas atliekant kiekybines literatūros analizes. Ankstesnėse kiekybinėse literatūros apžvalgose ryšys tarp darbo motyvacijos ir darboholizmo buvo aptarinėjamas retai ir gana siaurai, todėl pagrindinis šio straipsnio tikslas buvo sistemiškai apžvelgti mokslinę literatūrą apie darbo motyvacijos ir darbuoto jų patiriamo darboholizmo ryšį. Mokslinių straipsnių paieškai buvo naudo jamos penkios mokslinės duomenų bazės internete (ScienceDirect, MEDLINE, Business Source Complete, Academic Search Complete ir Emerald Insight). Mokslinių publikacijų tinkamumas analizei buvo vertinamas trimis etapais – paeiliui per žiūrint jų pavadinimus, santraukas ir visą tekstą. Į sisteminę analizę įtrauktos publikacijos, atitinkančios du pagrindinius kriterijus: pristatomas empirinis kiekybinis tyrimas; straipsnyje analizuojamas ryšys tarp darbo motyvacijos ir darboholizmo. Paieškos metu rasti 3293 straipsniai. Pagal nustatytus atrankos kriterijus į sisteminę analizę įtraukta 10 publikacijų. Nustatyta, jog darboholizmo kontekste tyrinėjama tiek išorinė, tiek vidinė darbo motyvacija. Sisteminės analizės rezultatai rodo, jog bendras išorinės darbo motyvacijos konstruktas (taip pat dvi šio konstrukto di mensijos – perimta ir integruota reguliacijos) sulaukė daugiausiai vienareikšmiškų rezultatų. Kitaip tariant, išorinė darbo motyvacija yra pagrindinis darboholizmo atsiradimo ir vystymosi tikimybę didinantis veiksnys. Nors vidinė darbo motyvacija mokslininkų tyrinėta dažniausiai, tačiau visuose tyrimuose buvo vertinama prieštaringai: dalis autorių patvirtino teigiamus, dalis – neigiamus arba statistiškai nereikšmingus vidinės darbo motyvacijos ir darboholizmo ryšius. Apibendrinant nustatytus darbo motyvacijos ir darboholizmo ryšius galima teigti, jog darboholizmo vystymuisi svarbi darbuotojų patiriamos motyvacijos rūšis. Tyrimo metu nustatyta, jog darboholizmą patiriantys asmenys motyvuojami ne darbo suteikiamo malonumo, o tam tikros išorinės naudos, ypatingai susijusios su savivertės kėlimu, neigiamų emocijų reguliavimu. Motyvuoti darbuotojai paprastai organizacijų vertinami labai palankiai. Kita vertus, stipri darbo motyvacija (ypač išorinė) yra darboholizmo rizikos veiksnys, todėl siekiant išvengti darboholizmo, organizacijos turėtų atkreipti dėmesį į darbuotojų motyvavimo sistemas. Užuot apdovanodamos perdėtai sunkų ir intensyvų darbą, organizacijos darbuotojus turėtų skatinti ilsėtis ir palaikyti balansą tarp darbo bei asmeninio gyvenimo.

The results of the studies that examine the link between organizational aspects and employees’ workaholism are scattered and far from consistent. Therefore, the principal purpose of the current paper is to systematically review the scientific literature on the relationship between organizational factors and employees’ workaholism.

Recently business ethics has become a hot question in different organizations from service, manufacture, agriculture and other sectors. Ethical leadership was proposed as a suitable solution for the development of ethics culture in organizations. Some of the previous studies foundthatmanagers‘ perceptions of their leadership style ethics have significant effects on employees‘ attitudes to it.How-ever, the studies on this fieldhave been quite rare;the results are inconclusive. Thus, theaim of this study was to investigate the relationship between the approaches of managers and employeesabout the ethical leadership style. The study involved 30 managers and 242 subordinates working in different Lithuanian organizations. A perceived ethical leadership style was assessed with Brown(2005b) ques-tionnaire. The study confirmed thatthere is alinear relationship between analyzed variables: the more managers perceive their leadership style as ethical, the more employeesperceive their managers as ethical, too.

Some of the authors proposed that organisational factors play an important role in the context of employees’ workaholism. Therefore, the principal purpose of the paper is to systematically review the scientific literature on the relationship between leadership behaviours and employees’ workaholism.

Changing business environments require a different leadership. Global information technology (IT) leaders must demonstrate in-depth competencies in technology and business as well as softer interpersonal skills. Studies provide disputed evidence regarding the psychological factors that contribute to a leader’s efficiency. This study analyses what the most important competencies for effective IT leadership in local and global IT organisations are. An integrative literature review was used to examine and summarise previous research in global IT literature. The competencies’ framework, containing three levels (core traits, personal character, and ability) and four dimensions (intercultural, interpersonal, global, and global organisational) (Kim & McLean, 2015), was chosen to examine psychological factors that contribute to IT leadership effectiveness. The results show that features related to adaptation of the cultural environment are significant for a global leader. Personality traits (extraversion, awareness, and openness to experience), characteristics (self-esteem, self-efficiency, global mindset, and motivation), and abilities (communication skills, leadership style, and experience), within the organisational context are related to higher leadership efficiency. Local and global leaders differ in the significance of social intelligence (IQ, EQ, and CQ). Sufficient educational interventions can improve an individual’s effectiveness regarding global leadership challenges. This study discovers guidelines for development and education of IT leaders which include strengthening personality traits related to performance, utilising communication gaps, leveraging cultural differences, promoting trust and motivation, fostering leadership roles and attitudes, composing teams based on teamwork and task work, and modelling and practising other critical competencies for global leadership through cross-training.

Perceived justice at work is important in creating healthy psychological climate in every organization (DeConinck, Stilwell, 2009; Moorman, Niehoff, Organ, 1993; Elovainio, Kivimäki, Vahtera, 2002; Liljegren, Ekberg, 2009; Brown, Berson, 2003). One of the aspects linked with justice at work is group relations. The aim of this study was to analyse the impact of different components of justice on social identification with group in private and public sector. Data consisted of 330 participants from various organizations in Kaunas (45,5 % of respondents were from public and 54,2 % from private organizations). The results revealed that employees from public institutions considered their organizations as more fair. Even though, these employees evaluated the distributed (t = 2,019, p = 0,044) and interactional justice better (t = 3,268, p = 0,005) than employees from private organizations, there was found no significant difference in perception of procedural justice (t = 1,328, p = 0,185). When comparing social identification with group, it was found that respondents from public sector identified with work group stronger (t = 2,859; p = 0,005). In addition, the results showed that respondents who perceived their organization as more fair identified with social work group stronger in both sectors. Nevertheless, different components of organizational justice were important in predicting social identification in public and private institutions. Interactional justice was a predictor of social identification with group in public institutions (F = 11,705; R2 = 0,194), whereas distributed and procedural justice prognosticated social identification in private organizations (F = 32,375; R2 = 0,358). These results could be explained by formal constrains. Public sector is characterized by more formal rules because of which the decisions and processes are perceived as more transparent and fair. [...]

Organizational commitment has attracted considerable attention in organizational behavior research as one of the most important psychological construct which has positive impact on effective work performance (Park, Rainey, 2007; Baotham, 2011), reduced absenteeism and turnover (Suliman, Al-Junaibi, 2010), acceptance and realization of organizational change (Vakola, Nikolaou, 2005), and other important outcomes at individual, organizational and national level. Therefore, achieving organizational effectiveness researchers are further searching new antecedents, which affect employee organizational commitment. The foreign empirical researches revealed that employees’ perception of dominant ethical norms in organization and manager’s transformational behavior based by ethical principals often have positive emotional outcomes and can create appropriate psychological climate to form and enhance organizational commitment. (Martin, Cullen, 2006; Shafer, Wang, 2010). However, there is no obvious answer whether transformational leadership style always enhances ethical organizational climate and in this way creates background for increasing organizational commitment (Sagnak, 2010; Engelbrecht et al., 2005). Therefore focusing attention to encouragement of foreign researchers to discover the alternatives to current assumptions of organizational commitment, we aimed to evaluate how leader’s transformational behaviour and ethical organizational climate, which is under the influence of a leader, help to enhance the level of Lithuanian employees’ organizational commitment. 207 people, working in various organizations in Lithuania, participated in the survey. Global transformational leadership scale (Carless et al., 2000) was used to evaluate transformational leadership style. [...]

Traditions and possible alternatives of the evaluation of leadership effectiveness are analyzed in the article. The empirical research aimed to establish differences between behavioral and transformational leadership methods for the evaluation of leadership effectiveness and to analyze leadership effectiveness’ (according to subordinates) relations to work motivation and commitment.