| Abstract [eng] |
Several simultaneous crises - the COVID-19 pandemic, the war in Ukraine - have transformed the entire cultural sector. Cultural institutions that could not provide contact services during the quarantine period had to change their strategy, review and clarify their organisational values. To remain competitive, organisations need to have a flexible, mobile and ever-changing workforce. It is therefore becoming increasingly important to align employees' personal values with those of the organisation. In this period of uncertainty, this is particularly relevant for creative organisations, as their main and most important resource is the creative person, the artist. The object of the paper is the relationship between organisational identity and employee values. The aim of the paper is to reveal the links between organisational identity and employee values in cultural institutions. To achieve the aim of the thesis, the following objectives have been set: to define the concept of organisational identity and the attributes of identity of cultural organisations, to analyse the concept of values and their classification, and to reveal the links between organisational identity and employee values in cultural institutions. Methods: scientific literature analysis, document analysis, qualitative content analysis, questionnaire survey, correlation analysis and statistical descriptive analysis The theoretical analysis of the scientific literature revealed that organisational identity is a set of unique organisational characteristics that give an organisation its distinctiveness, sustainability, individuality, and enable it to stand out from the others and give it a competitive advantage. Identity elements include the values encoded in an organisation's image, communication messages, behaviour and culture. What differentiates cultural organisations from others is their creativity, the diversity of their cultural products or services, their authenticity, and the fact that they operate in a partnership rather than a competitive environment. Intellectual capital is crucial to the identity of a cultural organisation. Researchers divide values into organisational, personal and societal values. Organisational values are the basis of an organisation's identity. They can be found in the organisation's strategic documents: strategic action plans, performance reports. Personal values are reflected in people's beliefs and behaviour, determine the choice and evaluation of decisions, and adjust individual goals. The analysis of the qualitative research results allowed to classify the organisational values communicated by cultural institutions into 6 categories: modernity and innovation, accessibility to all stakeholders, sustainability dimension, universal values, excellence and quality of performance. The quantitative study revealed that in all six categories, the organisational values of cultural institutions have a statistically significant positive relationship with all the personal instrumental (behavioural) values of employees. Employees' personal end (behavioural outcome) values - family security, happiness, salvation - are the least important and almost insignificant for the identity of cultural institutions, while all other values identified by Rokeach's theory have a statistically significant positive relationship with the organisational values of cultural institutions as identified by the qualitative research. |
