| Abstract [eng] |
Relevance of the topic. A healthy organization is a place where employees are motivated to stay, work efficiently and be useful. Organizational health is often defined as an organization's ability to function effectively, make progress towards adequate development goals and find the right balance between its vision, strategies and culture, this way gaining an important competitive advantage. Constant monitoring and improvement of organizational health is of utmost importance for organizations striving to survive and to grow in the unstable market situation and constantly changing environment. Good organizational health makes one-time advantages turn into regular advantages. Organizational health significantly influences the business strategies, financial situation, marketing and technological environment of an organization (Lencioni, 2012). Comparing to unhealthy organization, a healthy organization is more viable, more efficient, and demonstrates better financial results. Healthy organizations have more sustainable competitive advantage, whereas their organizational structure, culture and administrative processes contribute to their overall high performance (Mc Hugh, Humpreys & Mc Ivor, 2003). Development and improvement of organizational health contribute to the decrease of operating expenses because it positively effects organizational efficiency, performance satisfaction, employee motivation, commitment and productivity. This way, as the performance and efficiency of an organization increase, the operational expenses start gradually decreasing. The object of the research: relationships between organizational health and employee affective commitment and work engagement. Research objectives: 1. Define organizational health by providing concept and dimensions. 2. Describe the employee’s affective commitment and work engagement. 3. To define the concept of employee engagement 4. To create a theoretical model of the relationships between organizational health and employee affective commitment and work engagement. 5. To carry out an empirical research in order to substantiate the theoretical model of the relationships between the organizational health and employee affective commitment and work engagement. Main conclusions. The research was dedicated to measuring the extent to which organizational health and employee affective commitment and work engagement were related. The obtained results revealed that there was a positive correlation among all the three constituent variables, which substantiates the theoretical model created in the second part of the paper. The analysis of the correlation coefficients revealed that the relation between organizational health and employee work engagement was stronger that the that between organizational health and affective commitment. The research results revealed a positive correlation among all the dimensions of organizational health. The strongest correlation was found between problem solving and efficient management. Meanwhile, the quantitative assessment of the respondents’ answers revealed the participants of the research had a rather favorable opinion about organizational health - the mean came out to 3.1. Further calculations led to the mean 3.4 when assessing the employee work engagement and to the significantly lower mean of 3.0 when assessing the affective commitment of employees. |
