| Abstract [eng] |
The value of a failure is admitted as a positive possibility being able to affect the future results. The inevitability of a failure and risk encourages paying enough attention to the analysis of these situations. When using the gained knowledge constructively, improving ineffective processes and not ignoring the yesterday’s failures, but accepting them as lessons, one can achieve the efficiency of activities. It is obvious that the main factor determining creativity is the support of failures as the fear of a failure restricts the ability of experimenting, raising original ideas, accepting changes and the desire of changing the settled, inefficient orders, but atypical decisions have to be selected for consolidating the welfare of the company. The failures, which are most frequent in the activity of the company, such as disobedience, mistake, negligence, disability, should be treated as difficulties or instantaneous crises, and future possibilities should be created by using them in a suitable manner. Organizational failure-management culture, employees ’perception of free choice, intuition, tendency to associate conflicting actions, cognitive flexibility - all of these factors can inevitably create added value. The fact that a favourable, tolerant environment plays a decisive role in this situation, as the fear of punishment or adverse consequences reduces or eliminates the motivation to learn and create together, encouraging one to stay at the current point, is highlighted. It can be noted that in this case any event with signs of an undesirable outcome causes negative emotions. Considering the fact that failures and the culture of tolerance can be decisive factors that can ensure the efficiency of the company's operations, these processes need to be given sufficient attention, as such activities are not protected from possible failures in achieving the overall goals of the organization. It is obvious that knowing and managing these processes can protect organizations from adverse consequences. Therefore, in this work, the scientific problem of what the links between employee failures and their culture of tolerance are has been analysed. The object of the project is the links between the employees‘ failures and the culture of tolerance. The main goal of the work is to reveal the links between employee failures and their tolerance culture and to draw up recommendations for employee failure tolerance. To achieve the goal of the project, the following has been done: 1. theoretical analysis of failures and their tolerance, classification of failures according to the possibilities to tolerate them; 2. employee failures have been analysed, the importance for innovation and the connection with the culture of tolerance of failures have been identified; 3. a theoretical model of the links between employee failure and failure tolerance culture has been developed and checked empirically; 4. the results of the empirical research on employee failure and failure tolerance have been analysed and recommendations for employee failure tolerance have been developed in order to promote the culture of tolerance. The obtained project results showed that failures in employee performance are a frequent occurrence, often accompanied by negative emotions such as fear, frustration, and a desire to hide. The results of both quantitative and qualitative researches confirmed that failures, if accepted as opportunities rather than as negative consequences or critical errors, can have positive consequences on the improving of the counter-productive and inefficient processes. |
