ࡱ> ["bjbj 4 ΐΐc^ ^ 8q4)((((((($+&.J(Eyyy(D)%%%yj(%y(%%'(`Tiک!'(Z)0)',p.#p.((p.("%((%j)yyyyp.^ g:Motivation and Activation of Fellow Workers Jakaa Franuli Kati1, Ljubica Baki-Tomi2, Majda Rijavec3 1High school for business and administration, Zapreai 2Faculty of Teacher Education of the University of Zagreb, Croatia e-mail:  HYPERLINK "mailto:lj.bakic-tomic@ufzg.hr" lj.bakic-tomic@ufzg.hr 3 Faculty of Teacher Education of the University of Zagreb, Croatia Abstract A large part of scientific and professional literature regarding organizational structure and productivity of the work deals with aspects of motivation and activation of workers as a function of improving job satisfaction and, consequently, greater operational efficiency. Studies show that motivation and communication are two closely related concepts. The key to successful motivation in any organization is communication climate. A manager has very important role in creating a positive communication climate within the organizational structure at workplace. The role of manager is not to manipulate his associates, but to inspire his colleagues and to develop positive working environment suitable for the achievements. Research conducted in the paper, "Motivating and activating employees," aimed to examine the relationship between communication climate and job satisfaction among employees was conducted on 61 subjects (28 males and 33 females) age range of 19-55 years and all were employees of small private companies. The results of the study are in line with expectations as defined under the hypothesis of the research, except for some differences between older and younger subjects. Older subjects evaluated managers significantly higher on the dimension dogmatism than younger subjects. Also, older subjects perceived that their executives were showing higher control in relation to them when comparing with the evaluation made by younger subjects. There were no differences between men and women regarding the assessment of any dimension of communication climate, either defensive or supportive. Also, no statistically significant differences were found between men and women in their assessment of job satisfaction. The rate of evaluation of supportive communication climate is higher than the evaluated rate of defensive climate. Among the dimensions of the defensive communication climate, the lowest rates are associated with the dimension control and the highest with the dimension superiority. Among the dimensions of the supportive climate, the highest are estimated the dimensions flexibility and sincerity, and the lowest the dimension clarity of communication. The negative correlation has been confirmed between the different dimensions of defensive communication climate and job satisfaction while the largest negative correlation is registered between the dimensions manipulation and dogmatism and job satisfaction. Also, the higher the positive assessment of supportive communication climate, the employees are more satisfied with their jobs. The highest positive correlation has been found between dimension sincerity and job satisfaction and between dimension clarity of communication and job satisfaction. If communication is not clear, if the employee is not entirely clear what to do, then he/she will be not motivated to do the job. For effective communication within the organization there must be ensured that informational-cognitive component and emotional-social component are appropriately represented in the contents and methods. Messages should be modulated according to the information needs and cognitive capacities of employees. It is also necessary to take into account that the social aspect of work (hanging out on the break, team work), and self-perception of employees (self-esteem, sense of personal values) are the essential elements of their motivation. Key words motivation, activation, supportive communication climate, defensive communication climate, intrinsic motivation, extrinsic motivation, managers, management Introduction Communication climate is the general atmosphere in which communication takes place during the business process and can be seen through different aspects with regard to general feeling and manifested freedom of expression, openness and sincerity, warmth and sense of acceptance of others, interrelations, and the level of cooperation within the organization. For effective communication within the organization there must be ensured that informational-cognitive component and emotional-social component are appropriately represented in the contents and methods. Messages should be modulated according to the information needs and cognitive capacities of employees, and it is also necessary to have in mind that the social aspect of work (hanging out on the break, team work), and self-perception of employees (self-esteem, sense of personal values) are the essential elements of their motivation. Regarding the communication channels used in creating the communication climate, the messages that are exchanged between the participants in communication can be verbal (spoken and written words) and nonverbal (timbre, facial expressions, gestures, posture and motions, the distance between interlocutors, etc.. ). During each communication process, the sender reveals something about himself, about his attitude towards the person he is speaking with, and tries to influence on the interlocutor in many different ways. Communication can be one way or two way process. Publishing the book or some content on the web as well as broadcasting on radio or television, without contact with the recipients, are examples of one-way communication. On the other hand, conversation, communication within the groups, brainstorming are the examples of two-way communication meaning the participants on both sides send and receive verbal and nonverbal messages. The quality of communication could be affected by so called "noise" in the communication channel. Noise can occur in shaping the message (eg, inaudible, incomprehensible or ambiguous message), during its transfer (loss of parts of the message, interfering signals and information) and/or during receiving the messages (attentiveness or information overload of the recipient, misunderstanding and misinterpretation of messages). Two concepts have significant role in creating a favourable communication climate in an organization - the concepts of authoritarian and democratic communication. Authoritarian communication means that the manager is using his superior position, power or influence while assigning what tasks employees should deal with together with the guidelines how the work should be done. The manager controls the performance and in case some problems in realization occur he/she undertakes everything to help the employee to overcome the problems more easily. Democratic communication is characterized by respect for the personality, interests and autonomy of employees, by managers adaptation to the needs and wishes of employees, by equal treatment of all, by developing a democratic culture in the relation between employees, by encouraging employees to express opinions and make proposals, as well as listening to and respect opinions of other employees. Communication is especially important for the function of leadership because it can be seen as a means of modifying behaviour, implementing changes and achieving goals. Bernard observed the communication as a means for connecting people in the organization to achieve common goals (according Weihrich and Koontz, 1993).. Leadership requires information about what is really happening in the organization and communication is therefore essential for defining (setting) and achieving goals, developing plans and their realization, for organizing the human and other resources in the most efficient and effective manner; for selection, development and evaluation of members of the organization, for leadership, guidance, motivating and creating a climate in which people want to make their contribution, and for the control of the achievement. The role of managers is not manipulating his associates, but the ability to inspire his colleagues and the ability to develop positive working environment suitable for the achievement. Employees will quickly recognize, and therefore realize a message from those managers who provide them with meeting their own needs or goals. Those executives who understand what motivates their people, will be more successful in managing and creating a positive communication climate. To create a satisfactory communication climate it is essential to ensure a smooth flow of information in any direction. When creating a communication climate it is important to enable employees to participate in problems and tasks solving process as well as in considerations about the most effective solutions. This implies the inclusion of employees together with specialized professionals and managers in seeking the best solutions for shaping the work environment which will result in the best possible work productivity. Within the scope of this technique, the workers dignity, as well as of the attractiveness and quality of the working environment are taken into account. All in all, in order to have better motivated employees and thereby improved communication climate, it is necessary to incorporate in a working process bigger sense of interest and challenge. This could be done by allowing and encouraging the employees to participate to greater extent in decision making process regarding working methods and techniques, thus creating the sense of their own responsibility to carry out the tasks. Enabling the employees to have an insight in to the way how the realization of their part of the tasks contribute in achieving the common goal of the organization provides them with the feedback information about their own achievements which, at the same time, results in their inclusion in changing the environment where they spend their working time. Every successful manager must have the ability to use his/her power in successful and responsible manner, capacity for understanding that his subordinates are also human beings who are in different times and different situations differently motivated for work. (www.poslovni forum.hr, 2009). In case of low level of communication climate in some working environment, the employees work motivation will be very low as well as their job satisfaction. Likewise, if the employees motivation is low, communication climate in the organization will be very unfavourable. For example, if the supervisor always has some groundless remarks to employees regarding their work performance, employees will be less motivated to achieve defined goal. The role of the manager is not to manipulate his associates, but the ability to inspire his colleagues and the ability to develop positive working environment suitable for the achievement. Those executives who understand what motivates their employees will be more successful in managing and creating a positive communication climate. When creating a communication climate it is important to encourage workers to participate in solving problems and to enable their constructive contribution in finding effective solutions, which will significantly raise the level of motivation among employees. It could be therefore considered that the manager has very significant role in relation between the communication climate and motivation. He actually creates a communication climate and motivates the employees through various methods and techniques. In early sixties Gibb's (Gibb, 1961) identified six characteristics of "supportive communication climate" and six characteristics of "defensive communication climate". He characterized the supportive climate as an environment in which the work is done within the frame of flexibility (provisionals), empathy, equality, honesty (spontaneity), problem orientation and description (clarity of communication), and defensive climate as an environment which comes with criticism, too much control, manipulation, indifference, superiority and dogmatism. Job satisfaction is defined as a measure to express how much the employee has a favourable and positive feelings about his/her job or work environment (De Nobile and McCormick, 2005). It refers to a positive perception or emotional determination that people get from work or through certain aspects of the job. Job satisfaction is the general attitude based on experience with specific aspects of the job, such as work assignments or job content, salary, methods of management, promotion opportunities, working conditions, co-workers and organizational context. Estimations of satisfaction with different aspects of work are usually in positive correlation with each other, as well as the satisfaction with different aspects of job correlate with overall job satisfaction (Masli-Serai, 2000). Vroom (1964) sorted out the factors that had been described in all earlier studies of job satisfaction. These are: the policy of the organization, management, promotion opportunities, work content, supervising, cash rewards, working conditions and co-workers. (Vroom, 1964, according to the Petz, 1987). There are many questionnaires for assessing job satisfaction and for determination the attitudes toward work. One of the best known is Job Descriptive Index by Smith, Kendall and Hulina (1969) that defines satisfaction related to five areas: work, salary, promotion opportunities, supervision and colleagues at work. The simplest and most commonly used instrument is the one which poses one question and requires from subject direct answer whether they are satisfied with their work by choosing one of the offered choices (from I am very satisfied to I am very dissatisfied) on a Likert response format (Benmansour, 1998). The Goal of the Research The aim of this research is to answer the question to what extent are the dimensions of communication climate associated with job satisfaction. If the correlation between the dimensions of communication climate and job satisfaction is confirmed, that could mean that the managers by changing their style of communication can influence the employee satisfaction and their work motivation. Problem Based on the research objectives, following problems were set: a. To examine the correlation between supportive and defensive communication climate and job satisfaction b. To examine the differences between male and female subjects according the dimensions of communication climate and job satisfaction c. To examine differences between younger and older subjects according the dimensions of communication climate and job satisfaction The sample The study included 61 subjects - 28 male and 33 female. Age range was from 19-55 years, and all were employed in small private companies. Research variables 1. Communication climate a. Supportive communication climate b. Defensive communication climate 2. Job satisfaction Research Instruments The Communication Climate Inventory (authors James Costigan and Martha Schmeidler) had been administered during the survey. The questionnaire uses 6 supportive and 6 defensive factors as a means of assessing the communication climate within work groups in an organization. It consists of 36 questions in a Likert response format. Job satisfaction was assessed by a single question. Hypothesis a. Positive correlation is expected between the different dimensions of supportive communication climate and job satisfaction b. Negative correlation is expected between the different dimensions of defensive communication climate and job satisfaction c. No differences are expected between men and women in their perception of communication climate and job satisfaction. d. No differences between younger and older employees are expected in their perception of communication climate and job satisfaction. Results Descriptive data for the dimensions of communication climate and job satisfaction Table 1 General descriptive data for the dimensions of communication climate and job satisfaction VariablesNMinMaxMSDDefensive Climate601,444,282,84,71Evaluation601,004,672,66,81Control611,335,003,14,85Strategy611,005,002,77,96Neutrality611,334,672,87,76Superiority611,004,332,63,99Certainty611,005,002,941,17Supportive Climate 611,334,613,33,69Provisionals611,005,003,391,04Empathy611,335,003,27,93Equality611,335,003,32,84Spontaneity611,005,003,39,92Problem Orientation611,005,003,37,90Description611,004,333,14,83Job Satisfaction61153,361,08 . Table 1 shows that the subjects evaluate supportive climate with higher rates (M = 3.33) than defensive climate (M = 2.84). This means that within the sample group the communications climate in their companies is more positive than negative. Among the dimensions that indicate defensive communication climate, the worst rates are associated with dimension Control (M = 3.14) and the best with the dimension Superiority (M = 2.63). Among the dimensions of supportive climate the best is estimated the dimension Provisionals (M = 3.39), and the worst dimension Description (M = 3.14). Differences between men and women regarding dimensions of communication climate and job satisfaction Table 2. Differences between men and women regarding the dimensions of communication climate and job satisfaction menwomenMSDMSDt-testPDefensive Climate2,92,722,77,70,806,42Evaluation2,80,722,54,871,282,20Control3,29,823,01,861,320,19Strategy2,85,882,701,03,602,55Neutrality2,97,772,78,74,963,33Superiority2,591,032,66,96-,279,78Certainty3,031,262,861,10,550,58Supportive Climate 3,29,623,36,75-,375,70Provisionals3,201,063,551,01-1,322,19Empathy3,08,853,44,97-1,522,13Equality3,28,823,35,87-,310,75Spontaneity3,39,873,40,97-,047,96Problem Orientation3,40,863,34,95,262,79Description3,19,813,10,86,413,68Job Satisfaction3,461,033,271,12,687,49 Testing the differences between men and women (t-test) showed that there were no differences between them in any dimension of communication climate, neither defensive nor supportive. Thus, both men and women evaluate the communication climate in their companies equally. Also, no statistically significant differences were found between men and women in their assessment of job satisfaction. Both men and women in this sample are equally satisfied with their jobs. Differences between older and younger subjects regarding the dimensions of communication climate and job satisfaction Table 3. Differences between older and younger subjects regarding the dimensions of communication climate and job satisfaction olderyoungerMSDMSDt-testPDefensive Climate2,99,712,69,681,659,10Evaluation2,83,832,48,751,725,09Control3,34,732,93,921,922,05Strategy2,881,012,881,0,868,38Neutrality2,881,012,881,01,975,33Superiority2,70,972,551,01,605,54Certainty3,221,262,651,011,937,05Supportive Climate3,26,713,40,68-,786,43Provisionals3,111,073,67,94-2,150,03Empathy3,15,973,41,88-1,092,27Equality3,30,823,34,87-,199,84Spontaneity3,30,913,50,93-,838,40Problem Orientation3,50,733,231,041,178,24Description3,22,843,05,84,791,43Job Satisfaction3,32,973,401,19-,278,78 Older subjects statistically significant perceive that their executives were showing higher control in relation to them when comparing with the evaluation made by younger subjects. (M for older subjects is 3.34; for younger M = 2.93, t = 1.9222, P <.05). One could expect quite opposite - that the managers need to control less the older subjects because they are more experienced, better know their job and they do not need any special control. In line with that, younger employees, who has just started to work most probably need to be more controlled due to their lack of experience and thus need supervision and assistance. However, these results still could be explained - it is possible that the older subjects are more sensitive to control because, believing they should not be controlled, even the smallest control perceive as excessive one. Older subjects also evaluate managers significantly higher on the dimension Certainty than younger subjects. This can be explained by the fact that older subjects, because of their experience, could see different ways how the tasks could be done and therefore they are sensitive if the supervisor insists on what he thinks is right and do not respect their opinion. Older subjects also significantly higher than younger ones estimate managers control. Correlation between the dimensions of communication climate and job satisfaction VariablesPearson corr. coef - rDefensive Climate-.43**Evaluation-.28*Control-.29*Strategy-.51**Neutrality-.26*Superiority-.26*Certainty-.39**Supportive Climate .48**Provisionals.42**Empathy.34**Equality .22 nsSpontaneity.46**Problem Orientation.42**Description.44** Note: * statistically significant correlations at p <, 05; ** statistically significant correlations at p <01 ns not statistically significant The results show negative correlation between all dimensions of defensive communication climate and job satisfaction. The higher is assessment of communication climate as negative, the higher is dissatisfaction with the job. The highest negative correlation is found between the dimension Strategy and job satisfaction (r =-. 51) and Certainty and job satisfaction (r =-. 39). There is also a positive correlation between all dimensions of supportive communication climate (except dimension Equality) and job satisfaction. The higher employees assess the communication climate as supportive, the more they are satisfied with their jobs. The highest correlation is found between dimension Spontaneity and job satisfaction (r =. 46) and dimension Description and job satisfaction (r =. 44). Conclusion The results of the study are in line with expectations as defined under the hypothesis of the research, except for some differences between older and younger subjects. Older subjects evaluated managers significantly higher on the dimension Certainty (dogmatism) than younger subjects. Also, older subjects perceived that their executives were showing higher control in relation to them when comparing with the evaluation made by younger subjects. There were no differences between men and women regarding the assessment of any dimension of communication climate, either defensive or supportive. Also, no statistically significant differences were found between men and women in their assessment of job satisfaction. Supportive climate has been evaluated with higher rates (M = 3.33) than defensive climate (M = 2.84). Within defensive climate, the dimension Control has been perceived as the worst (M= 3.14), and the dimension Superiority as the best (M = 2.63). Among the dimensions of supportive climate the best is estimated the dimension Provisionals (M = 3.39), and the worst dimension Description (M = 3.14). The negative correlation has been confirmed between all dimensions of defensive communication climate and job satisfaction while the largest negative correlation is registered between the dimensions Strategy (r =-. 51) and Certainty and job satisfaction (r =-. 39). The higher is assessment of communication climate as negative, the higher is dissatisfaction with the job and vice versa - the higher the positive assessment of supportive communication climate, the employees are more satisfied with their jobs. There is a positive correlation between all dimensions of supportive communication climate (except dimension Equality) and job satisfaction. The highest positive correlation has been found between dimension Spontaneity and job satisfaction (r =. 46) and between dimension Description and job satisfaction (r =. 44). That means that job satisfaction is the highest when the manager is honest. This is something what is to be expected - the employees need to have confidence in his/her manager. Also, if the communication is not clear, if the employee is not entirely clear what is expected from him/her to do, then he/she will not be motivated for work. References Benmansour N 1998. Job satisfaction, stress and coping strategies among Moroccan high school teachers. Mediterranean Journal of Educational Studies, 3:13-33. De Nobile, J. J. / McCormick, J. (2005), Job Satisfaction and Occupational Stress in Catholic Primary School, A paper presented at the Annual Conference of the Australian Association for Research in Education, Sydney, DEN05203 Gibb, J. (1961). Defensive communication. Journal of Communication, 11, 141-148. VX\D F T   ؼteVG4G4%jh h}BCJUaJmH sH h h}BCJaJmHsHh h}BCJaJmH sH h h}BCJaJmH sH h hOCJH*aJh hZdfCJaJh h eCJH*aJh hOCJaJh hN 5CJH*aJh hO5CJaJh hO5CJH*aJh h e5CJH*aJh hZdf5CJaJh h eCJaJh hZdf5h hF95XZ\D 2 3 w x y z 7 8 OQ!"()X$a$gd e$a$gdZdfgdgd}Bgd e$a$gd e 0 1 2 3 4 < w z ¶kT=%.h hN B*CJaJfHphq -h hZdf0J5B*fHphq -h hN 0J5B*fHphq -h h e0J5B*fHphq *h h e0JB*fHphq h hCJaJmH sH h hCJaJmH sH h h eCJH*aJh h eCJaJh h}BCJaJmHsH%jh h}BCJUaJmH sH  h h}B0JCJaJmHsH 6 7 8 F Y [ x5ABCNOPQkp !"'()XY꾦tetꦎXeth hZdf0JB*phh h eB*CJaJphh h e0JB*phh hN 0JB*ph.h hN B*CJaJfHphq .h h eB*CJaJfHphq *h hZdf0JB*fHphq *h h e0JB*fHphq *h hN 0JB*fHphq "XY45rsAB!!A"B"$a$gde $9Da$gde $^a$gd e$a$gdZdf`a!ôåjUC0U0U%h heB*CJaJmH phsH #h 0JB*CJaJmH phsH )h he0JB*CJaJmH phsH ,h he0J5B*CJaJmH phsH (h he5B*CJaJmH phsH h heCJOJQJaJh h $CJOJQJaJh h eCJOJQJaJh hN CJOJQJaJh hN 5CJOJQJaJh h e5CJOJQJaJh 5CJOJQJaJ!!U%V%((X)Y)x*y*..405060Z1f1n6r68899<<==== > >>>AA+A,ABBBBBBdCeCCŰכככ׋tt,h he0J5B*CJaJmH phsH h B*CJaJmH phsH )h h1_0JB*CJaJmH phsH (h he5B*CJaJmH phsH #h 0JB*CJaJmH phsH )h he0JB*CJaJmH phsH %h heB*CJaJmH phsH -B"##U%V%((Y)Z)x*y*"-#-.5060Z1[13333p5r5n6889< $9Da$gde<<>>?AAA+ABBBB|DEEEEGCGEGPGGNHHOIWI J9Dgde $9Da$gdeCCnDpDzD|DEEEEE3EBEeEtEEEEEEEE GGGCGDGEGPGQGGGLHNHHHLIOIPIׂf6h heB*CJaJfH@mH phq sH )h h1_0JB*CJaJmH phsH &h 0J5B*CJaJmH phsH (h he5B*CJaJmH phsH ,h he0J5B*CJaJmH phsH )h he0JB*CJaJmH phsH %h heB*CJaJmH phsH &PIVIWIXIIIII J JJ(J)J;JRJ]JtJ|JJJҿҪ~iZGZ3ZGZGZG'h he6CJOJQJaJmH sH $h heCJOJQJaJmH sH h heCJaJmH sH (h he6B*CJaJmH phsH ,h he0J6B*CJaJmH phsH )h he0JB*CJaJmH phsH (h he5B*CJaJmH phsH %h heB*CJaJmH phsH ,h he0J5B*CJaJmH phsH ,h h 0J5B*CJaJmH phsH  JJJJJJ#J%J(J$$If^a$gde$a$gde(J)Jkd$$Iflֈ.  =p  33 t0644 lap<)J;J>JCJHJMJQJ$$7$8$H$Ifa$gde$$If^a$gdeQJRJkd)$$Iflֈ.  =p  33 t0644 lap<RJ]J`JeJjJoJsJ$$7$8$H$Ifa$gde$=$If^`=a$gdesJtJkdR$$Iflֈ.  =p  33 t0644 lap<tJ|JJJJJJ$$7$8$H$Ifa$gde$=$If^`=a$gdeJJkd{$$Iflֈ.  =p  33 t0644 lap<JJJJJJJ$$7$8$H$Ifa$gde$=$If^`=a$gdeJJkd$$Iflֈ.  =p  33 t0644 lap<JJJJJJKK.KEKRKSKkKsKKKKKKKKLL,LBLFNSNNNNN񢍢zfO,h he0J5B*CJaJmH phsH &h 0J5B*CJaJmH phsH %h heB*CJaJmH phsH )h h1_0JB*CJaJmH phsH )h he0JB*CJaJmH phsH $h h1_CJOJQJaJmH sH 'h he6CJOJQJaJmH sH $h heCJOJQJaJmH sH h heCJaJmH sH JJJJJJJ$$7$8$H$Ifa$gde$=$If^`=a$gdeJJkd$$Iflֈ.  =p  33 t0644 lap<JJJJJJJ$$7$8$H$Ifa$gde$=$If^`=a$gdeJJkd$$Iflֈ.  =p  33 t0644 lap<JKK KKKK$$7$8$H$Ifa$gde$=$If^`=a$gdeKKkd$$Iflֈ.  =p  33 t0644 lap<K.K1K6K;K@KDK$$7$8$H$Ifa$gde$$If^a$gdeDKEKkdH $$Iflֈ.  =p  33 t0644 lap<EKSKVK[K`KeKjK$$7$8$H$Ifa$gde$=$If^`=a$gdejKkKkdq $$Iflֈ.  =p  33 t0644 lap<kKsKvK{KKKK$$7$8$H$Ifa$gde$=$If^`=a$gdeKKkd $$Iflֈ.  =p  33 t0644 lap<KKKKKKK$$7$8$H$Ifa$gde$=$If^`=a$gdeKKkd $$Iflֈ.  =p  33 t0644 lap<KKKKKKK$$7$8$H$Ifa$gde$=$If^`=a$gdeKKkd $$Iflֈ.  =p  33 t0644 lap<KKKKKKK$$7$8$H$Ifa$gde$=$If^`=a$gdeKKkd$$Iflֈ.  =p  33 t0644 lap<KLL LLLL$$7$8$H$Ifa$gde$=$If^`=a$gdeLLkd>$$Iflֈ.  =p  33 t0644 lap<L,L/L1L3L8L=L$$7$8$H$Ifa$gde$$If^a$gde=L>L?L$a$gdekdg$$Iflֈ.  =p  33 t0644 lap<?L@LBLLNNNNNNoOpOqOuO{O|O}O$$If^a$gde $9Da$gde$a$gdeNNOOOnOpO}O~OOOOOOOOPP4P?P[PgPPPPPPPP QQ2Q;QXQdQQQQQQQRSخx$h h1_CJOJQJaJmH sH 'h he6CJOJQJaJmH sH h heCJaJmH sH $h heCJOJQJaJmH sH ,h he0J6B*CJaJmH phsH )h he0JB*CJaJmH phsH #h 0JB*CJaJmH phsH *}O~OOO3##$$If^a$gdekd$$Iflr h E cX t02 644 lap2OOOOOOOOOOOOOOOOOOOOOO$=$If^`=a$gdeFf$$7$8$H$Ifa$gdeFf`$$If^a$gdeOOOOOOP P PPPP P%P*P/P3P4P?PDPHPMPQPVPFf"FfG$$7$8$H$Ifa$gde$=$If^`=a$gdeFfVPZP[PgPlPqPvPzPPPPPPPPPPPPPPP$$If^a$gdeFf{,Ff.)$=$If^`=a$gdeFf%$$7$8$H$Ifa$gdePPPPPPPPPPQQ Q QQQQ"Q&Q-Q1Q2Q;Q@QFfb6Ff3$=$If^`=a$gdeFf/$$7$8$H$Ifa$gde@QDQIQMQSQWQXQdQiQmQrQvQ|QQQQQQQQQQQQFfI@Ff<$=$If^`=a$gdeFf9$$7$8$H$Ifa$gdeQQQQQQQQQQQQQRRR R R RSSUTTT $9Da$gdeFfF$$If^a$gdeFfC$$7$8$H$Ifa$gdeSSTTUTWT^T_T`TTTTTTTUնs\I:I:&'h he6CJOJQJaJmH sH h heCJaJmH sH $h heCJOJQJaJmH sH ,h he0J6B*CJaJmH phsH #h 0JB*CJaJmH phsH )h he0JB*CJaJmH phsH 6h heB*CJaJfH@mH phq sH =h he0J5B*CJaJfH@mH phq sH ,h he0J5B*CJaJmH phsH %h heB*CJaJmH phsH TTTTTT$$If^a$gdeTTTT3##$$If^a$gdekdH$$Iflr !!a cX t0N!644 lap2TTTTTTTUUUU"U(U,U-U8U=UAUFUJUPUTU$=$If^`=a$gdeFfN$$7$8$H$Ifa$gdeFfK$$If^a$gdeU-U8UUU]UyUzUUUUUUUUVV.VKVYVwVxVVVVVVVWW+WGWXWvWE\F\G\\\ʺʺʺll%h heB*CJaJmH phsH #h 0JB*CJaJmH phsH )h he0JB*CJaJmH phsH 'h he6CJOJQJaJmH sH h he5CJaJmH sH 'h he5CJOJQJaJmH sH $h heCJOJQJaJmH sH h heCJaJmH sH %TUUU]UbUfUkUoUuUyUzUUUUUUUUUUUUUUUFfXFfU$$7$8$H$Ifa$gde$=$If^`=a$gdeFfCRUUUUUUUUUUUUVV VVVVV.V3V7V$$If^a$gdeFfbFfw_$=$If^`=a$gdeFf*\$$7$8$H$Ifa$gde7VlnHFtp_I*he6B*CJOJQJRHZ^JaJph hmIheCJ OJQJ^JaJ hehhe5CJaJhe5CJH*aJhhe5CJH*aJhe5CJaJh)jh)U$h heCJOJQJaJmHsHh heCJaJmHsHh heCJaJmHsHUh h 6CJaJmH sH h h CJaJmH sH Masli-Serai, D. (2000), `to je odanost i kako je mo~emo mjeriti?, Suvremena psihologija. 3, 1-2; 99-111 Petz, B. (1987), Psihologija rada, Zagreb: `kolska knjiga. Salopek, D. (1997). Zadovoljstvo pojedinim aspektima posla i posjedovanje dionica. Diplomski rad, Filozofski fakultet, Zagreb Weihrich, H., Koontz, H. (1993.), Mened~ment, Zagreb: Mate     4th Special Focus Symposium on ICSKS: Information and Communication Sciences in the Knowledge Society Zagreb, Croatia (Hrvatska)  November 11th to 13th, 2010  " $^a$gd egdq0 $dNgdq0  "Ѹўўњ$h heCJOJQJaJmHsHh)he3hhe6B*CJH*OJQJRHZ^JaJph0hhe6B*CJOJQJRHZ^JaJph*he6B*CJOJQJRHZ^JaJph0hAhe6B*CJOJQJRHZ^JaJph 21h:p $. A!"#$% '$$If!vh5 5555353#v #v#v#v#v3:V l t065 55553/ ap<'$$If!vh5 5555353#v #v#v#v#v3:V l t065 55553/ ap<'$$If!vh5 5555353#v #v#v#v#v3:V l t065 55553/ ap<'$$If!vh5 5555353#v #v#v#v#v3:V l t065 55553/ ap<'$$If!vh5 5555353#v #v#v#v#v3:V l t065 55553/ ap<'$$If!vh5 5555353#v #v#v#v#v3:V l t065 55553/ ap<'$$If!vh5 5555353#v #v#v#v#v3:V l t065 55553/ ap<'$$If!vh5 5555353#v #v#v#v#v3:V l t065 55553/ ap<'$$If!vh5 5555353#v #v#v#v#v3:V l t065 55553/ ap<'$$If!vh5 5555353#v #v#v#v#v3:V l t065 55553/ ap<'$$If!vh5 5555353#v #v#v#v#v3:V l t065 55553/ ap<'$$If!vh5 5555353#v #v#v#v#v3:V l t065 55553/ ap<'$$If!vh5 5555353#v #v#v#v#v3:V l t065 55553/ ap<'$$If!vh5 5555353#v #v#v#v#v3:V l t065 55553/ ap<'$$If!vh5 5555353#v #v#v#v#v3:V l t065 55553/ ap<'$$If!vh5 5555353#v #v#v#v#v3:V l t065 55553/ ap<w$$If!vh5E 555c5X#vE #v#vc#vX:V l t02 65E 55c5X/ / / / / /  / / / ap2U$$If!vh5E 5n55n55c5X#vE #vn#v#vn#v#vc#vX:V l t02 65E 5n55n55c5X/ apFkd $$Ifl֞ AZh E nncX t02 644 lapFU$$If!vh5E 5n55n55c5X#vE #vn#v#vn#v#vc#vX:V l t02 65E 5n55n55c5X/ apFkdV$$Ifl֞ AZh E nncX t02 644 lapFU$$If!vh5E 5n55n55c5X#vE #vn#v#vn#v#vc#vX:V l t02 65E 5n55n55c5X/ apFkd$$Ifl֞ AZh E nncX t02 644 lapFU$$If!vh5E 5n55n55c5X#vE #vn#v#vn#v#vc#vX:V l t02 65E 5n55n55c5X/ apFkd$$Ifl֞ AZh E nncX t02 644 lapFU$$If!vh5E 5n55n55c5X#vE #vn#v#vn#v#vc#vX:V l t02 65E 5n55n55c5X/ apFkd=!$$Ifl֞ AZh E nncX t02 644 lapFU$$If!vh5E 5n55n55c5X#vE #vn#v#vn#v#vc#vX:V l t02 65E 5n55n55c5X/ apFkd$$$Ifl֞ AZh E nncX t02 644 lapFU$$If!vh5E 5n55n55c5X#vE #vn#v#vn#v#vc#vX:V l t02 65E 5n55n55c5X/ apFkd'$$Ifl֞ AZh E nncX t02 644 lapFU$$If!vh5E 5n55n55c5X#vE #vn#v#vn#v#vc#vX:V l t02 65E 5n55n55c5X/ apFkd$+$$Ifl֞ AZh E nncX t02 644 lapFU$$If!vh5E 5n55n55c5X#vE #vn#v#vn#v#vc#vX:V l t02 65E 5n55n55c5X/ apFkdq.$$Ifl֞ AZh E nncX t02 644 lapFU$$If!vh5E 5n55n55c5X#vE #vn#v#vn#v#vc#vX:V l t02 65E 5n55n55c5X/ apFkd1$$Ifl֞ AZh E nncX t02 644 lapFU$$If!vh5E 5n55n55c5X#vE #vn#v#vn#v#vc#vX:V l t02 65E 5n55n55c5X/ apFkd 5$$Ifl֞ AZh E nncX t02 644 lapFU$$If!vh5E 5n55n55c5X#vE #vn#v#vn#v#vc#vX:V l t02 65E 5n55n55c5X/ apFkdX8$$Ifl֞ AZh E nncX t02 644 lapFU$$If!vh5E 5n55n55c5X#vE #vn#v#vn#v#vc#vX:V l t02 65E 5n55n55c5X/ apFkd;$$Ifl֞ AZh E nncX t02 644 lapFU$$If!vh5E 5n55n55c5X#vE #vn#v#vn#v#vc#vX:V l t02 65E 5n55n55c5X/ apFkd>$$Ifl֞ AZh E nncX t02 644 lapFU$$If!vh5E 5n55n55c5X#vE #vn#v#vn#v#vc#vX:V l t02 65E 5n55n55c5X/ apFkd?B$$Ifl֞ AZh E nncX t02 644 lapFU$$If!vh5E 5n55n55c5X#vE #vn#v#vn#v#vc#vX:V l t02 65E 5n55n55c5X/ apFkdE$$Ifl֞ AZh E nncX t02 644 lapFw$$If!vh5a 555c5X#va #v#vc#vX:V l t0N!65a 55c5X/ / / / / /  / / / ap2U$$If!vh5a 5n55n55c5X#va #vn#v#vn#v#vc#vX:V l t0N!65a 5n55n55c5X/ apFkdRJ$$Ifl֞ ]v!!a nncX t0N!644 lapFU$$If!vh5a 5n55n55c5X#va #vn#v#vn#v#vc#vX:V l t0N!65a 5n55n55c5X/ apFkdM$$Ifl֞ ]v!!a nncX t0N!644 lapFU$$If!vh5a 5n55n55c5X#va #vn#v#vn#v#vc#vX:V l t0N!65a 5n55n55c5X/ apFkdP$$Ifl֞ ]v!!a nncX t0N!644 lapFU$$If!vh5a 5n55n55c5X#va #vn#v#vn#v#vc#vX:V l t0N!65a 5n55n55c5X/ apFkd9T$$Ifl֞ ]v!!a nncX t0N!644 lapFU$$If!vh5a 5n55n55c5X#va #vn#v#vn#v#vc#vX:V l t0N!65a 5n55n55c5X/ apFkdW$$Ifl֞ ]v!!a nncX t0N!644 lapFU$$If!vh5a 5n55n55c5X#va #vn#v#vn#v#vc#vX:V l t0N!65a 5n55n55c5X/ apFkdZ$$Ifl֞ ]v!!a nncX t0N!644 lapFU$$If!vh5a 5n55n55c5X#va #vn#v#vn#v#vc#vX:V l t0N!65a 5n55n55c5X/ apFkd ^$$Ifl֞ ]v!!a nncX t0N!644 lapFU$$If!vh5a 5n55n55c5X#va #vn#v#vn#v#vc#vX:V l t0N!65a 5n55n55c5X/ apFkdma$$Ifl֞ ]v!!a nncX t0N!644 lapFU$$If!vh5a 5n55n55c5X#va #vn#v#vn#v#vc#vX:V l t0N!65a 5n55n55c5X/ apFkdd$$Ifl֞ ]v!!a nncX t0N!644 lapFU$$If!vh5a 5n55n55c5X#va #vn#v#vn#v#vc#vX:V l t0N!65a 5n55n55c5X/ apFkdh$$Ifl֞ ]v!!a nncX t0N!644 lapFU$$If!vh5a 5n55n55c5X#va #vn#v#vn#v#vc#vX:V l t0N!65a 5n55n55c5X/ apFkdTk$$Ifl֞ ]v!!a nncX t0N!644 lapFU$$If!vh5a 5n55n55c5X#va #vn#v#vn#v#vc#vX:V l t0N!65a 5n55n55c5X/ apFkdn$$Ifl֞ ]v!!a nncX t0N!644 lapFU$$If!vh5a 5n55n55c5X#va #vn#v#vn#v#vc#vX:V l t0N!65a 5n55n55c5X/ apFkdq$$Ifl֞ ]v!!a nncX t0N!644 lapFU$$If!vh5a 5n55n55c5X#va #vn#v#vn#v#vc#vX:V l t0N!65a 5n55n55c5X/ apFkd;u$$Ifl֞ ]v!!a nncX t0N!644 lapFU$$If!vh5a 5n55n55c5X#va #vn#v#vn#v#vc#vX:V l t0N!65a 5n55n55c5X/ apFkdx$$Ifl֞ ]v!!a nncX t0N!644 lapFU$$If!vh5a 5n55n55c5X#va #vn#v#vn#v#vc#vX:V l t0N!65a 5n55n55c5X/ apFkd{$$Ifl֞ ]v!!a nncX t0N!644 lapF$$If!vh5 5#v #v:V l t0E65 5/ ap$$If!vh5 5#v #v:V l t0E65 5/ ap$$If!vh5 5#v #v:V l t0E65 5/ ap$$If!vh5 5#v #v:V l t0E65 5/ ap$$If!vh5 5#v #v:V l t0E65 5/ ap$$If!vh5 5#v #v:V l t0E65 5/ ap$$If!vh5 5#v #v:V l t0E65 5/ ap$$If!vh5 5#v #v:V l t0E65 5/ ap$$If!vh5 5#v #v:V l t0E65 5/ ap$$If!vh5 5#v #v:V l t0E65 5/ ap$$If!vh5 5#v #v:V l t0E65 5/ ap$$If!vh5 5#v #v:V l t0E65 5/ ap$$If!vh5 5#v #v:V l t0E65 5/ ap$$If!vh5 5#v #v:V l t0E65 5/ ap$$If!vh5 5#v #v:V l t0E65 5/ apj! 666666666vvvvvvvvv666666>6666666666666666666666666666666666666666666666666hH6666666666666666666666666666666666666666666666666666666666666666662 0@P`p2( 0@P`p 0@P`p 0@P`p 0@P`p 0@P`p 0@P`p8XV~ OJPJQJ_HmHnHsHtHL`L N Normal$CJOJPJQJ_HaJmHsHtH ^^  Heading 1$<@&"5CJ KH OJPJQJ\^JaJ ``  Heading 2$<@&$56CJOJPJQJ\]^JaJZZ  Heading 3$<@&5CJOJPJQJ\^JaJZZ  Heading 4$<@&5CJOJPJQJ\^JaJDA`D Default Paragraph FontRi@R 0 Table Normal4 l4a (k ( 0No List VV Heading 1 Char"5CJ KH OJPJQJ\^JaJ XX Heading 2 Char$56CJOJPJQJ\]^JaJRR Heading 3 Char5CJOJPJQJ\^JaJR!R Heading 4 Char5CJOJPJQJ\^JaJV/2V  Bez proreda$CJOJPJQJ_HaJmHsHtHRAR N Body Text Indent CharCJaJmH sH `C@R` N Body Text Indentx^OJPJQJmH sH tHfaf N 0Uvu eno tijelo teksta Char1CJOJPJQJaJtH 4Oq4 N long_text1CJaJ4@4 q00Header  p#FF q00 Header CharCJOJPJQJaJtH 4 @4 q0Footer  p#FF q00 Footer CharCJOJPJQJaJtH HH q00 Balloon TextCJOJQJ^JaJVV q00Balloon Text CharCJOJPJQJ^JaJtH 4U@4 }B Hyperlink >*ph*O* e long_textPOP e Odlomak popisa ^m$ PJnHtHPK![Content_Types].xmlj0Eжr(΢Iw},-j4 wP-t#bΙ{UTU^hd}㨫)*1P' ^W0)T9<l#$yi};~@(Hu* Dנz/0ǰ $ X3aZ,D0j~3߶b~i>3\`?/[G\!-Rk.sԻ..a濭?PK!֧6 _rels/.relsj0 }Q%v/C/}(h"O = C?hv=Ʌ%[xp{۵_Pѣ<1H0ORBdJE4b$q_6LR7`0̞O,En7Lib/SeеPK!kytheme/theme/themeManager.xml M @}w7c(EbˮCAǠҟ7՛K Y, e.|,H,lxɴIsQ}#Ր ֵ+!,^$j=GW)E+& 8PK!Ptheme/theme/theme1.xmlYOo6w toc'vuر-MniP@I}úama[إ4:lЯGRX^6؊>$ !)O^rC$y@/yH*񄴽)޵߻UDb`}"qۋJחX^)I`nEp)liV[]1M<OP6r=zgbIguSebORD۫qu gZo~ٺlAplxpT0+[}`jzAV2Fi@qv֬5\|ʜ̭NleXdsjcs7f W+Ն7`g ȘJj|h(KD- dXiJ؇(x$( :;˹! I_TS 1?E??ZBΪmU/?~xY'y5g&΋/ɋ>GMGeD3Vq%'#q$8K)fw9:ĵ x}rxwr:\TZaG*y8IjbRc|XŻǿI u3KGnD1NIBs RuK>V.EL+M2#'fi ~V vl{u8zH *:(W☕ ~JTe\O*tHGHY}KNP*ݾ˦TѼ9/#A7qZ$*c?qUnwN%Oi4 =3ڗP 1Pm \\9Mؓ2aD];Yt\[x]}Wr|]g- eW )6-rCSj id DЇAΜIqbJ#x꺃 6k#ASh&ʌt(Q%p%m&]caSl=X\P1Mh9MVdDAaVB[݈fJíP|8 քAV^f Hn- "d>znNJ ة>b&2vKyϼD:,AGm\nziÙ.uχYC6OMf3or$5NHT[XF64T,ќM0E)`#5XY`פ;%1U٥m;R>QD DcpU'&LE/pm%]8firS4d 7y\`JnίI R3U~7+׸#m qBiDi*L69mY&iHE=(K&N!V.KeLDĕ{D vEꦚdeNƟe(MN9ߜR6&3(a/DUz<{ˊYȳV)9Z[4^n5!J?Q3eBoCM m<.vpIYfZY_p[=al-Y}Nc͙ŋ4vfavl'SA8|*u{-ߟ0%M07%<ҍPK! ѐ'theme/theme/_rels/themeManager.xml.relsM 0wooӺ&݈Э5 6?$Q ,.aic21h:qm@RN;d`o7gK(M&$R(.1r'JЊT8V"AȻHu}|$b{P8g/]QAsم(#L[PK-![Content_Types].xmlPK-!֧6 +_rels/.relsPK-!kytheme/theme/themeManager.xmlPK-!Ptheme/theme/theme1.xmlPK-! ѐ' theme/theme/_rels/themeManager.xml.relsPK] ad  tt !CPIJNSU\bg4k"79:<=@ALdlpwXB"< J(J)JQJRJsJtJJJJJJJJJKKDKEKjKkKKKKKKKKKLL=L?L}OOOVPP@QQTTTTUU7VV+WZ]@]O]`]r]]]]]]]]^)^ma3k"8;>?BCDEFGHIJKMNOPQRSTUVWXYZ[\]^_`abcefghijkmnoqrstuvxyz{|}~0adX8@0(  B S  ?ppbbbdbbbd8*urn:schemas-microsoft-com:office:smarttagsCity9*urn:schemas-microsoft-com:office:smarttagsplace x+4Bqz6:FKY[x5;AHNZkv  p v  /  ' / X \  z|z223344-636E6O6@;H;T;^;?<E<>>>>TRXR}``Pb]bjbmbqbxbybzb{bbbbbbbbbbbbbbbbccccccccccccccc!d%d?dBdIdKdMdPdSdYd[d_dbd+.ik13vz68NQ " ' ) W Y  g$~$;(Y(((/0/3633399AAFDNDIINNSS TT^^C`G`bbbrcscccccccccccccc!d%d]d_dbd3333333333333333333378P:d:: ;<<>>?A7ETGJL>ccccccccccccc_dbd^he< ^`hH. ^`hH. pL^p`LhH. @ ^@ `hH. ^`hH. L^`LhH. ^`hH. ^`hH. PL^P`LhH.^heb.l%0 N e $az'q0,7F9}B J+[ efeZdf%hL!kUu $vz]'e61_0fxn; ) O gcc@ @I2I3Pbad@<|@Unknowng*Ax Times New RomanTimes New Roman5Symbol3. *Cx Arial7.@ Calibri7K@Cambria5. .[`)Tahoma;|i0BatangA BCambria Math"1UfUfT 2T 24~c~c2qHP $PN 2!xx eXPerienceNatasa Oh+'0 px    eXPerienceNormalNatasa2Microsoft Office Word@@\ک@\ک T՜.+,D՜.+,P  hp   eXPerience2~c  TitleNaslov 8@ _PID_HLINKSAt*mailto:lj.bakic-tomic@ufzg.hrZ   !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~Root Entry F0miکData ۉ1Table.WordDocument4 SummaryInformation(DocumentSummaryInformation8CompObjy  F'Microsoft Office Word 97-2003 Document MSWordDocWord.Document.89q