engleski

Employees' individual values as a source of human capital

In the analysis on a sample of 1166 respondents from a population of six European countries (seven regions), the subsample of 729 respondents employed in enterprises and subsample of 437 respondents employed in local administrative units were analysed. Analysis also covers subsamples of employees who are on the top, middle and lower level in management of an enterprise/local administrative unit. Each subsample is divided into six subsamples by region. In accordance with previously established objectives, methodological approach and given statistical hypothesis, differences were analysed in three chapters: among respondents from enterprises, local administrative unit and by level in management, compared to respondents' answers on individual values. With presented research and analysis, two statistical hypotheses were accepted: 1. There is a difference between companies, between local administrative units and between positions in management in relation to responses on individual values" and 2. There is a significant difference between companies, between local administrative units and between positions in management, with respect to certain characteristics (conformity, tradition, benevolence, universalism, self- direction, stimulation, hedonism, achievement, power, security), i.e. the individual responses of employees on individual values. The paper concludes that there are value profiles of employees in enterprises and local administrative units from different countries/regions, formed in relation to responses on individual values, that can be used for determining condition of human resources at the regional level and thus have potential impact on investments in human capital.

Individual values, employees, enterprises, local administrative units, countries, region

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