The role of the employees in a corporation - two different
perspectives
ANNA PACHEL
Faculty of International Business, WSB Academy, 41-300 Dąbrowa Górnicza, POLAND
and
Faculty of Finance and Accounting, University of Economics, 40-287 Katowice, POLAND
RUI ALEXANDRE CASTANHO
Faculty of Applied Sciences, WSB University, 41-300 Dąbrowa Górnicza, POLAND
and
Universidad Internacional de La Rioja, Avenida de la Paz, 137, 26006 Logroño, La Rioja,
Facultad Humanidades y Ciencias Sociales, SPAIN
Abstract: Corporate governance is a very significant concept, however, there is another factor, which
affects the profitability of corporations with equal importance - the employee. Research in this area helps
to increase such awareness and to fulfill everyday needs in order to improve the functioning of many
entities. In this regard, the study uses a sample that comprises 100 employees (50 from corporations and
50 from small companies). Through direct research tools such as questionnaires, this article shows more
insights into the described matter. Different perspectives enable readers to create the full view. Most
respondents prefer to work at small companies, nevertheless, corporations also have strong points. The
study results may be used as a practical application for a wide range of people - from regular employees
to managers and CEOs to create modern entities based on developed management and a practical
approach towards an employee.
Key-Words: Corporation; Corporate Governance; Company; Employees; Corporate Management.
Received: July 20, 2021. Revised: December 23, 2021. Accepted: January 14, 2022. Published: January 16, 2022.
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1. Introduction
Prototypes of the current corporations were
medieval cities, cloisters, and universities as
counterbalances for absolute royal authority. The
unique character of these entities was based on
independence. First corporations were created in
England and the Netherlands at the beginning of the
XVII century [1]. Nowadays, listed companies are
big, more complex enterprises than they were before.
The other aspect that has changed is the type of
shareholders. Currently, shareholders are diversified
and more dispersed [1].
Presenting the main aspects of corporate
property, its genesis, development, and types it is
necessary to understand a concept of corporate
governance, which is connected with the relationship
between the management board, supervisory board,
business partners, shareholders, and other
stakeholders. It allows the creation of the primary
aims and funds to achieve them [2]. Good corporate
governance should properly motivate the
management board to act efficiently and beneficially
[3]. It is also essential to economies with a business
background and assures the success for
entrepreneurs [4]. Effective corporate governance
controls problems and creates a balance between the
shareholder and the manager [4].
General presentation of corporate
governance is connected with whole relationships
between stakeholders of the entity and creating value
for all of them. They can be presented equally or
based on their significance [5]. It can also be
described as an integrated set of internal and external
control mechanisms, which eases conflicts between
managers and stakeholders due to the border
between ownership and control [6]. Corporate
governance theory is a discipline connected with
microeconomy, law, accounting, psychology,
sociology, and politics, which aims to find adequate
mechanisms, and solutions [7]. From a legal
perspective, corporate governance is defined as a
chain of institutions regulated by the Company Law,
labor legislation, and financial market regulations.
However, in economic aspects, it is a mechanism
that connects the interests of managers and
shareholders [8]. There are a few essential functions
of corporate governance [9]: a) choosing the
company’s management board; b) managing during
crises; c) revision of decisions and results; d)
analyzing external influences. The consequence of
disjunction of ownership and monitoring is losing
control by owners and gaining control by managers
[10]. The aspect of the risk division is also crucial.
Different approaches following the risk are based on
different employment conditions [11].
The new perspective, according to
stakeholders, was created in the second half of the
XX century. It is the opposite of the traditional
concept, and it refers to the interests of employees,
creditors, suppliers, clients, and local society [12].
They should cooperate by long-term contracts and
participate in the process of decision-making based
on trust and ethical standards [13]. The presented
aspect is very often divided into two groups:
orthodox and unorthodox theories. Orthodox
theories describe the intra-corporate processes and
notices, which are connected with management and
control activities. Unorthodox theories present
corporate governance as a social phenomenon rather
than a business point of view [14].
One of the most crucial elements of an
enterprise's resources is human capital, and its
significant components are the competent, skilled
managers and the Board, which help to gain experts'
knowledge in various fields and branches of the
business, the possibility of rebuilding good relations
with valid partners and making decisions for the
future [5]. In general, the interests of the entity are
presented as an employees' collective [15].
Numerous analyses of economic reality and many
types of research in corporate governance confirm
that supervision of internal and external mechanisms
is helpful in management [16]. One of the external
mechanisms is the capital market, a very significant
element of corporate governance. Its influence is
evident when the company needs external sources of
financing [17].
The compensation committee concentrates
on the activities connected with preparing the
principles of emolument for Board members. The
main tasks of this entity are to present propositions,
recommendations and help with monitoring the
whole process. Thereby, tasks among the audit
committee concerns, e.g., monitoring the financial
information presented by the company and control
system overview. It also reviews the accounting
procedures, policies, and controls systems [18]. The
chosen Board selects and controls the managers’
actions and should represent the interests of
shareholders and society. It also determines the
strategic goals for the company [19]. M. Mace
described a severe discord between formal and
actual tasks of the Board. The Theory assumes that
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the Board does not get involved in strategic decision-
making independent of managers [20]. Without
enough knowledge and competencies it is impossible
to, e.g., determine main aims or formulate a proper
strategy. Therefore, managers make all decisions,
and the Board’s engagement rises only during crisis
circumstances [5]. The annual general meeting is one
of the most important instruments to ensure high-
quality corporate governance, where shareholders
can present their rights [21]. Also, following human
resources leads to satisfactory performance and more
significant profits [22].
Corporate governance in Japanese
companies is based on the monistic system.
Employees have to identify with the company and its
values. It is often a challenge to balance work and
private life, especially for creative, disobedient
employees and for people who appreciate a positive
atmosphere at work more than the competition [23].
On the other hand, companies serve all groups of
interest in European countries and compromise for
different issues. Corporate governance aims to keep
the balance and cooperation between shareholders
and managers [24].
A significant influence on the employees'
role in corporate governance and its development
has the stakeholders theory. It claims that the
company's primary aim is to balance different groups
of interests, and the managers' decisions should be
based not only on enterprise's, but also on
stakeholders' issues [25]. The rising popularity of the
stakeholder's theory caused more discussions about
employees' influence on strategic decisions [26].
Many experiences present this impact and its
importance, e.g., Netherlands, British and American.
In the Netherlands, there is a developed system of
employees' functioning within corporate
governance. It is connected with a few management
rules, e.g., making decisions by consultations, which
improves the quality, choosing a responsible way of
running a business and planning based on debates
[25].
These principles present the need for
employees' contribution to a company's matters.
Corporate governance and human resources
management issues are fundamental aspects of
modern management, which affect its long-term
development [27]. The other important aspect is
creating the participatory enterprise as the
management instrument, which allows managers to
involve employees in the company's problems. It can
lead to strengthening their position [28]. The British
experience is connected with the Employee Share
Ownership Plan. It is a kind of workers’ partnership
characterized by shares distributed between
employees without any costs. These solutions were
created in Great Britain in the 1980s. In the
American experience, the proposed solution for
balanced development includes employees in the
system of decision-making. It is the source of their
satisfaction and company's development, which is
more critical for them than for the shareholders.
There are strategies to broaden the employees'
interests perspective, e.g., encouraging the directors
and shareholders to support employees' issues and
positive changes [29]. The second aspect that affects
the employees' engagement is corporate culture.
Over the years, more and more managers are
becoming aware of the importance of employees'
roles. However, this process still has to be improved
[30]. The need for employees' participation within
corporate governance is presented in many countries
all over the world, e.g., Asia, where competition
increases effectiveness. The latest research shows
that their involvement should be wider due to the
decisive importance of human capital [25].
The active role of the employees is
presented also in Germany, where the law obliged
employers to create the proper conditions for the
employees in the management process [31]. This
model is presented in a control-market economy and
is based on ownership concentration and developed
training systems. Also, in Japan, the employees have
many possibilities and procedures to impact the
company [16]. Employed people have certain
expectations, which are more precise for more
qualified and experienced staff. As a result, the most
crucial issues are satisfying salary and stable
employment, representing physiological and safety
needs [32]. The members of the Board are aware of
these requirements and try to use regulatory
mechanisms and procedures to reconcile the interests
[7]. There are many advantages connected with
working in a corporation, e.g., satisfying salary and
medical support. One of the most important aspects
is to create an individual path for each employee and
offer stability [33]. However, there is also a concept
of foreign standards of working and corporate
culture, which present a specific mission. Despite
many positive aspects, not every person can work in
such an environment [34]. There is no uniform
definition of a small company. Because it is difficult
to distinguish it from a medium company, it is easier
to name this group as small and medium entities.
Working in a small company has different
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characteristics than employment in a big corporation
[35].
There are many opinions that corporations
can give more opportunities for self-development
than small companies. Nevertheless, this kind of
employment also has advantages [36]: a) less strict
rules; b) possibility of a more fitted team; c)
diversified tasks; d) individual influence on a
company's matters.
A significant difference, which still takes
place in some entities, is an element of the employee
management system. In corporations, there is mostly
a manager whose primary purpose is to fulfill the
company's goals and achieve efficient results.
However, in small companies, the leader is in charge
as a team member and aims for a beneficial
environment for employees [37]. Nowadays, the
difference between leaders’ and managers' roles is
becoming less clear [37]. Managers have to learn
new skills and develop their abilities, e.g., inspiring
employees. It is all connected with the needs and
predisposition of the team and also challenging for
management to engage employees [38].
2. Methodology
Contextually, to present the role of the
employees within two different types of enterprises
(big entities - corporations and small companies) two
surveys have been created with the same set of
questions. Thereby, it was possible to show two
perspectives according to this aspect. This type of
study has been chosen due to the current COVID-19
pandemic, as it seems to be the safest way to do the
research and gather the answers. The interviewees
are 100 people from Central Europe (Poland) - 50
people for each survey, aged 21-47, who work in
corporations or small companies. The questionnaires
have been shared for two months: March - April.
Both surveys consist of 15 questions, and they have
been divided into three groups: essential questions,
professional questions, and more personal questions.
The first group is connected with the age of the
respondents, which is presented as an open question
and with their gender. Next, there are presented
professional questions according to: work
experience, the possibility of acting independently at
work, boss’s support, the effectiveness of the
employee management, perspectives for a
promotion, impact of employee’s decisions,
involvement in company’s issues, work atmosphere
and quality of bonds between colleagues. The last
group of questions is personal questions connected
with: thoughts about quitting a job, level of
stress/pressure during work, reasons for applying for
this particular job and priorities (choice between
satisfying salary and good work atmosphere).
2.1. Data treatment
After all data from both surveys had been
collected the adequate tools were used. In the first
phase, all tables, which illustrate the answers, have
been presented and divided into sets of two tables
from both perspectives (corporations and small
companies) for each question. The analysis of the
results provided by the IBM SPSS Statistics program
and own observations have been presented in the
tables and described in the text. After this stage, there
will be discussion, which will lead to certain
conclusions in the main topic of research - the role
of the employees in two different perspectives.
During the last phase, all aspects will be gathered
and presented as final comments. Subsequently,
practical solutions after gaining experience from
current research will be proposed to improve
incoming considerations in this field. Essential
aspects of sharing the knowledge will also be the
study limitations and helpful advice, which make
similar surveys more effective in the future.
3. Results
After gathering all data from both surveys,
it is possible to present the results.
Tables 1 and 2 show the age of the
interviewees. In the research concerning employees
of the corporations, they are 21-38 years old, mainly
23-27. After further analysis, the median age is 26.
The age of interviewees from small
companies is more varied, as the youngest
interviewee is 22 years old and the oldest - 47 years
old. More comprehensive analysis shows that the
median age is 29.
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Table 1. The age of the interviewees (corporations)
Ratio
%
Mean
26.76
Median
26.00
Std. Deviation
3.706
Range
17
Minimum
21
Maximum
38
Total
50
Source: Own elaboration
Table 2. The age of the interviewees (small companies)
Ratio
%
Mean
30.46
Median
29.00
Std. Deviation
5.793
Range
25
Minimum
22
Maximum
47
Total
50
Source: Own elaboration
Tables 3 and 4 concern the gender of
interviewees. Survey has shown that 26 men and 24
women, who work in corporations, took part in the
research. The difference between men and women
in small companies is slightly more significant than
in corporations, as 29 men and 21 women were
involved in the survey.
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Table 3. The gender of the interviewees (corporations)
Gender
No.
%
Male
26
52.0
Female
24
48.0
Total
50
100.0
Source: Own elaboration
Table 4. The gender of the interviewees (small companies)
Gender
No.
%
Male
29
58.0
Female
21
42.0
Total
50
100.0
Source: Own elaboration
Next two tables (Tables 5 and 6) present the
work experience of the employees. Most of them
(44%) have medium experience in corporations, as
they work for over a year but not longer than three
years. The answers of the rest interviewees are
divided into two halves - 28% work less than a year,
and 28% have work experience longer than three
years. After collating two factors: sex and work
experience, the results show that more men than
women work less than one year and more women
than men work more than a year. Vast experience -
over three years have equal amounts of men and
women.
In small companies, employees have more
extensive work experience - over three years (52%).
The rest of the results are not much smaller, as they
have been working for over a year (44%). Only 4%
have been working less than a year. The collation of
sex and work experience shows that not many men
and women work less than a year. However, more
men than women have more extended work
experience (1-3 years and more than three years).
Table 5. The work experience (corporations)
Work experience
No.
%
less than 1 year
14
28.0
1-3 years
22
44.0
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more than 3 years
14
28.0
Total
50
100.0
Work experience
Male
Female
Total
less than 1 year
9
5
14
1-3 years
10
12
22
more than 3 years
7
7
14
Total
26
24
50
Source: Own elaboration
Table 6. The work experience (small companies)
Work experience
No.
%
less than 1 year
2
4.0
1-3 years
22
44.0
more than 3 years
26
52.0
Total
50
100.0
Work experience
Male
Female
Total
less than 1 year
1
1
2
1-3 years
12
10
22
more than 3 years
16
10
26
Total
29
21
50
Source: Own elaboration
The following Tables 7 and 8 present the
possibility of making independent decisions at work.
However, more than 50% of interviewees (54%)
from corporations answered that they could do it
after the boss’s approval. 30% of employees prefer
to follow the given instructions, and 16% almost
always can make fully independent decisions.
Employees from small companies have
more freedom to make decisions at work. 58% of
them can decide independently almost always. 34%
of interviewees answered that they have to ask their
boss, and only 2% prefer to follow the given
instructions. A small part of this group (6%)
answered that they cannot make decisions
independently.
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Table 7. The independence aspect (corporations)
Independence
No.
%
Yes, but I have to consult it with my boss
27
54.0
I think I can, but I prefer to follow the
given instructions
15
30.0
Yes, almost always
8
16.0
Total
50
100.0
Source: Own elaboration
Table 8. The independence aspect (small companies)
Independence
No.
%
Yes, almost always
29
58.0
Yes, but I have to consult it with my boss
17
34.0
I think I can, but I prefer to follow the
given instructions
1
2.0
No, I can not
3
6.0
Total
50
100.0
Source: Own elaboration
The next presented aspect is the boss's
support. Most corporation employees (52%), who
took part in the survey, think there is no time for the
individual approach. 38% feel the individual support
entirely, and 10% are afraid to ask for help (Table 9).
Table 9. The individual support aspect (corporations)
Individual support
No.
%
I think there is no time for
individual approach
26
52.0
Yes, definitely
19
38.0
I am afraid to ask for a
support
5
10.0
Total
50
100.0
Source: Own elaboration
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In small companies, most interviewees
(82%) submitted that the boss offers individual
support. Only 14% answered that in their opinion,
there is no time for individual support and 4% are
afraid to ask for help (Table 10).
Table 10. The individual support aspect (small companies)
Individual support
No.
%
Yes, definitely
41
82.0
I think there is no time for
individual approach
7
14.0
I am afraid to ask for a support
2
4.0
Total
50
100.0
Source: Own elaboration
Another question is connected with the
effectiveness of employee management. The most
common answer among corporations is 5, which
means very good (74%). Next is 6 - excellent (14%).
For 10% of interviewees, this type of management is
at level 4 - good. Only one person thinks that this
process is in bad condition (level 2) (Figure 1).
Figure 1. The effectiveness of employee management (corporations)
Source: Own elaboration
In small companies, the scale is more
varied. 58% of employees think that the employee
management has a very good quality, 12% gave the
highest score, and 22% graded it as a process on a
good level. There are also interviewees who gave
medium (4%) and bad (4%) marks (Figure 2).
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Figure 2. The effectiveness of employee management (small companies)
Source: Own elaboration
Table 11 shows the link with promotion
perspectives. Employees in corporations are
primarily satisfied with their job (46%).
Nevertheless, they are not informed whether the
promotion is possible. 40% of interviewees are sure
that the promotion will take place in the near future.
Only 14% are aware that it is unreachable at this
moment.
Table 11. The promotion perspectives (corporations)
Promotion
No.
%
I am satisfied with my work,
however my promotion is not
possible at this moment
23
46.0
Yes, in the near future
20
40.0
I think it is unreachable for this
moment
7
14.0
Total
50
100.0
Source: Own elaboration
In small companies, the results are less
varied. 44% of employees expect the promotion
soon, 42% are satisfied with their work but do not
know the exact time of this process, and 14% are not
prepared yet (Table 12).
Table 12. The promotion perspectives (small companies)
Promotion
No.
%
Yes, in the near future
22
44.0
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I am satisfied with my work,
however my promotion is not
possible at this moment
21
42.0
I think it is unreachable for this
moment
7
14.0
Total
50
100.0
Source: Own elaboration
Table 13 is related to the decisions’ impact.
In corporations, most employees (80%) think that
their decisions improve the company's functioning in
some situations. 18% believe that they have a
substantial impact and only 2% answered that in
their opinion, these decisions bring nothing.
Table 13. The impact of the decisions (corporations)
Impact of the decisions
No.
%
Sometimes my decisions improve the
functioning of the company
40
80.0
My decisions have a strong impact on the
company’s development
9
18.0
I think my decisions bring nothing to the
company
1
2.0
Total
50
100.0
Source: Own elaboration
Half of the interviewees who work in small
companies answered that their decisions improve the
company’s functioning sometimes and 44% think
that making decisions will substantially impact the
enterprise. Only 6% have the opinion that their
decisions are useless (Table 14).
Table 14. The impact of the decisions (small companies)
Impact of the decisions
No.
%
Sometimes my decisions improve the
functioning of the company
25
50.0
My decisions have a strong impact on the
company’s development
22
44.0
I think my decisions bring nothing to the
company
3
6.0
Total
50
100.0
Source: Own elaboration
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Table 15 presents the frequency of the new,
helpful solutions proposed by the employees. 80% of
interviewees among corporations admitted that they
sometimes make suggestions, and 20% do it often.
Table 15. New solutions presented (corporations)
New solutions
No.
%
Sometimes I suggest my
solutions
40
80.0
Yes, I often present my
point of view
10
20.0
Total
50
100.0
Source: Own elaboration
In small companies, this aspect is the
opposite. Most employees present their solutions
often (54%), and fewer do it sometimes (42%). 4%
prefer to do their work and not be inventive (Table
16).
Table 16. New solutions presented (small companies)
New solutions
No.
%
Yes, I often present my
point of view
27
54.0
Sometimes I suggest my
solutions
21
42.0
I prefer to stay quiet and
do my work
2
4.0
Total
50
100.0
Source: Own elaboration
The work atmosphere is one of the essential
aspects. Mostly, the corporation employees (46%)
answered that it could be better. 30% admit that there
are arguments sometimes, and 22% described it as
very friendly. 2% presented the atmosphere as tight
and stressful (Table 17).
Table 17. Work atmosphere (corporations)
Work atmosphere
No.
%
It could be better
23
46.0
Mostly positive, sometimes
there are some arguments
between colleagues
15
30.0
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Very friendly
11
22.0
Tight and stressful
1
2.0
Total
50
100.0
Source: Own elaboration
Most interviewees from small companies
answered that the atmosphere at their work is very
friendly (74%). 20% think that it is positive.
However, arguments occur sometimes. Only 6%
perceive the atmosphere as tight and stressful and as
it could be better (Table 18).
Table 18. Work atmosphere (small companies)
Work atmosphere
No.
%
Very friendly
37
74.0
Tight and stressful
2
4.0
Mostly positive, sometimes
there are some arguments
between colleagues
10
20.0
It could be better
1
2.0
Total
50
100.0
Source: Own elaboration
A second important aspect is a bond
between colleagues. In corporations, 62% of
employees have good bonds but only during work
(e.g., during lunch). 22% have very friendly relations
as they meet even after work, and 16% do not have
any bond aside from work (cooperation during
common projects) (Table 19).
Table 19. Bonds with colleagues (corporations)
Bonds with colleagues
No.
%
Sometimes, during break, we
go out for lunch together
31
62.0
Yes, we have friendly
relations, even after work
11
22.0
No, we just cooperate in
accordance with the common
projects
8
16.0
Total
50
100.0
Source: Own elaboration
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In small companies, this aspect is more
optimistic, as most employees have a friendly bond
with colleagues - 46% during work and 44% after
work. 10% cooperate only during projects (Table
20).
Table 20. Bonds with colleagues (small companies)
Bonds with colleagues
No.
%
Sometimes, during break, we
go out for lunch together
23
46.0
Yes, we have friendly
relations, even after work
22
44.0
No, we just cooperate in
accordance with the common
projects
5
10.0
Total
50
100.0
Source: Own elaboration
Table 21 shows the problem connected with
a thought about changing a current job. In
corporations, 58% consider it sometimes, 20%
approximately once a month, 14% almost every day,
and only 8% have never thought about it.
.
Table 21. Thought about changing a job (corporations)
Thought about changing a
job
No
%
Sometimes
29
58.0
Approximately once a month
10
20.0
Almost every day
7
14.0
I have never thought about it
4
8.0
Total
50
100.0
Source: Own elaboration
In small companies, the situation is
different. Most interviewees answered that they had
never thought about it (58%). 36% consider it
sometimes, and only 6% think about it
approximately once a month or almost daily (Table
22).
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Table 22. Thought about changing a job (small companies)
Thought about changing a
job
No.
%
I have never thought about it
29
58.0
Sometimes
18
36.0
Approximately once a month
2
4.0
Almost every day
1
2.0
Total
50
100.0
Source: Own elaboration
The next question in the research is about
pressure/stress at work. According to employees’
answers among corporations, more than half (54%)
feel pressure/stress during work. 42% feel these
emotions sometimes, and 4% have never felt them
(Table 23).
Table 23. Pressure/stress aspect (corporations)
Pressure/stress
No.
%
Yes
27
54.0
Sometimes
21
42.0
No
2
4.0
Total
50
100.0
Source: Own elaboration
In small companies, only 2% of the
employees have to deal with pressure/stress. 60% of
them feel it sometimes, and 38% are free of such
emotions (Table 24).
Table 24. Pressure/stress aspect (small companies)
Pressure/stress
No.
%
Sometimes
30
60.0
No
19
38.0
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Yes
1
2.0
Total
50
100.0
Source: Own elaboration
Table 25 presents the reason for starting a
job. In corporations, the most important is money
(54%). For 34% of interviewees it has been a dream
job, and 8% decided to start working in the current
place due to positive opinions. Only 4% wanted to
have the same duties as at previous work.
Table 25. Reason to start a current job (corporations)
Reason to start a current job
No.
%
Money
27
54.0
It has been my dream for years
17
34.0
Positive opinions
4
8.0
Similar duties as at my previous
work
2
4.0
Total
50
100.0
Source: Own elaboration
In small companies, the determinant of
starting a job was mostly the positive opinions
(40%). 28% of interviewees treat current work like a
dream. Then 16% chose it due to similar duties. Only
14% started their current job due to money and 2%
due to localization (Table 26).
Table 26. Reason to start a current job (small companies)
Reason to start a current job
No.
%
Positive opinions
20
40.0
It has been my dream for years
14
28.0
Similar duties as at my previous
work
8
16.0
Money
7
14.0
Localization
1
2.0
Total
50
100.0
Source: Own elaboration
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Next, the employees were asked to choose
between a satisfying salary and a positive, friendly
atmosphere. In corporations, 74% answered that the
most important aspect is a positive atmosphere. The
rest of the interviewees (26%) prefer a satisfying
salary (Table 27).
Table 27. Choice between salary and atmosphere (corporations)
Salary vs. atmosphere
No.
%
Positive, friendly atmosphere
37
74.0
Satisfying salary
13
26.0
Total
50
100.0
Source: Own elaboration
Interviewees from small companies had
similar opinions. 70% think that a positive, friendly
atmosphere is more important and 30% chose the
satisfying salary (Table 28).
Table 28. Choice between salary and atmosphere (small companies)
Salary vs. atmosphere
No.
%
Positive, friendly atmosphere
35
70.0
Satisfying salary
15
30.0
Total
50
100.0
Source: Own elaboration
In order to summarize much of the above-
mentioned information, the following table was
developed (Table 29).
Table 29. Summing up crucial results - two different perspectives
Name
Characteristics
Corporation
Small company
Independence during
decision-making process
the most common
answer (%)
Yes, after
consultations with
boss (54%)
Yes, almost always
(58%)
Individual support
the most common
answer (%)
No time for
individual support
(52%)
Yes, definitely
(82%)
Employee management
effectiveness
highest mark
5 - very good
(74%)
5 - very good
(58%)
Promotion perspectives
the most common
answer (%)
The employee is
satisfied with his/her
Yes, in the near
future (44%)
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work, however the
promotion is not
possible yet (46%)
Impact of decisions
the most common
answer (%)
Sometimes they
improve the
functioning of the
company (80%)
Sometimes they
improve the
functioning of the
company (50%)
Proposing new solutions
the most common
answer (%)
Sometimes (80%)
Often (54%)
Work atmosphere
the most common
answer (%)
It could be better
(46%)
Very friendly (74%)
Bonds with colleagues
the most common
answer (%)
Joint lunch (62%)
Joint lunch (46%)
Thoughts about job
changing
the most common
answer (%)
Sometimes (58%)
Never (58%)
Stress/pressure presence
the most common
answer (%)
Yes (54%)
Sometimes (60%)
Reason to start a job
the most common
answer (%)
Money (54%)
Positive opinions
(40%)
Choice between salary
and atmosphere
the most common
answer (%)
Positive atmosphere
(74%)
Positive atmosphere
(70%)
Source: Own elaboration
4. Discussion, conclusions and
final remarks
The results in connection to age, gender,
work experience, and other answers connected with
the employees' opinions about their work have been
described in the previous chapter. They have been
presented both for corporations and for small
companies to compare both perspectives. After that
part, it is necessary to develop the main focus of the
study, which is the corporation and the employees'
aspect. Contextually, to create a discussion in such
an area, it will be helpful to use research in similar
topics. It will allow building a full view based on
obtained results in this research and comparing them
with existing data.
The first research is connected with the
topics such as compensation, leadership, work-life
balance, and work atmosphere. They are all
classified as the factors of job performance, which
affect employees' motivation and improve their work
[39]. Based on the current results, the most important
will be data from leadership, working conditions,
and compensation. The results in the field of
leadership show that employees present their bosses
as friendly people, who keep positive relations with
employees. Nevertheless, they can manage them,
gain their respect and encourage them to be better
[39]. The results from the study show that 52% of
employees think that there is no time for the boss's
support. It might be caused by the lack of personal
contact with the leader due to many meetings or the
number of employees in the organization. The next
aspect applies to work conditions. The employees in
that research answered that their performance is not
dependent on this factor [39].
It can be helpful with analyzing the results
obtained throughout the study, as 46% of
interviewees think that the work atmosphere could
be better. Employees might treat the atmosphere as
an essential factor for their performance level, as
58% of corporate employees think about changing a
job sometimes, 20% once a month, and 14% almost
every day. Also, stress/pressure can be linked to this
problem. As the results show - 54% of employees
admit that they feel stressed at work. Such results
might be partly the reason for worse performance,
however, the numbers should not be so high in a
healthy work environment. It is necessary to have
more comprehensive knowledge about factors that
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affect the employees’ satisfaction at work to avoid
frequent retention [40].
The last aspect is the salary. In the quote
research, the salary level is a neutral or negative
factor for employees’ performance [39]. However,
different effects have been presented. More than
50% of interviewees answered that the reason they
chose their current job was money. It might be one
of the main reasons to keep the job, because more
than half of the employees are satisfied with their job
even though their opinions about the work
atmosphere are not favorable.
All the above factors affect the employees’
performance in some way. It can be visible in the
answers to the questions about the employees’
opinion about the impact of their decisions and
proposing new solutions. These results show that
80% of interviewees think that their decisions
sometimes improve the functioning of the company
and 80% of them propose new solutions. It is
strongly connected with corporate policy,
compensation performance, and the influence on
employees’ functioning.
Another significant aspect is the connection
between work atmosphere and job satisfaction. In
similar research, the main aim was to present the
impact of, e.g., workplace and career development
on job satisfaction. It shows that the correlation
between these concepts is robust and significant
[41]. Through the study, more than half of
corporation employees are satisfied with their job.
Nevertheless, 46% answered that the work
atmosphere could be better.
On the other hand, following the relations
with colleagues, which also affect the work
atmosphere - 62% answered that they eat lunch
together to define their relations as positive or even
friendly. In another corresponding field - promotion
- 46% of interviewees answered that they are
satisfied with their work. Nonetheless, the promotion
is not possible yet. It can be caused by low self-
esteem and not presenting the actual situation.
Overall factors, which create a level of job
satisfaction, e.g., relations, promotion, and
atmosphere at work, are statistically high, even if the
aspect of salary is not considered.
In conclusion, the above results from other
research enable us to analyze the employee’s aspect
in corporations from a broader perspective and to
observe the employee’s importance for the corporate
environment. After such a comparison, it is possible
to say that this data presents an optimistic view, even
though the results are worse than those concerning
small companies.
The process of developing world
corporations is stimulated by the competition
mechanisms observed on the global markets. It is
necessary to coordinate all the segments and their
specific functions to keep the significant position
[42]. Nowadays, the employee’s aspect among
corporations is still less important than the strategic
management level, which is very high. However, the
increasing awareness about the employees’ impact
on the functioning and prospering of the company
helps with continuous improvements and changes in
this significant area.
5. Practical Implications
The practical perspective, created after the
final research results about employees' aspect among
corporations and small companies, can determine the
path for the future work conditions. Due to that, not
only the corporate governance will be the strong
point of the corporations, but also the employees'
well-being, which will reduce employment rotation.
It will increase competitiveness and provide good
quality due to experienced and trained employees.
This research also shows that nowadays, employees
are more aware of their value. This phenomenon
occurs from both sides, as the employers appreciate
them and rely not only on well-performing corporate
governance.
In order to match the competition, it is
necessary to base on the employees’ role among
small companies, their substantial contribution and
combine it with the corporate mechanisms. It is not
an easy process, however it will create more
profitable entities connected with business
efficiency, human engagement, and intuition. The
current research presents the main aspects that may
be considered while making such a combination.
6. Study Limitations and Further
Research Lines
The research has been performed based on
50 people working in corporations and 50 people
working in small companies. They were mainly
Polish citizens, so the area of research was limited to
Central Europe. There is the possibility that the
situation in small companies and corporations is
different in other countries or continents.
Another critical limitation might be the
sample size. Still, it was enough to obtain
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satisfactory results. Moreover, the sixteen research
areas chosen by the authors are limited and might not
present the full image of the described issue.
However, it allows broadening the current research
and results with more factors, a larger sample size,
and interviewees from various countries in the
future.
Acknowledgements
Funding: This research was partially funded by the
program of the Minister of Science and Higher Education
titled “Regional Initiative of Excellence” in 2019-2022,
project number 018/RID/2018/19, the amount of funding
PLN 10 788 423,16.
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