Socialiniai tyrimai <p>Founded in 2002 and dedicated to publishing the results of different social research.</p> en-US (Teodoras Tamošiūnas) (Vigintas Stancelis) Sun, 20 Feb 2022 00:00:00 +0000 OJS 60 The Discourse of the Resilience of Hospitals in the Theoretical Context of the Organisation’s Concept of Resilience and Factors <p><strong>&nbsp;</strong>Recovery and resilience, the ability to operate under the conditions of uncertainty&nbsp;– these challenges are now becoming the key tasks for each organisation. The research of the organisation’s concept of resilience is primarily linked to ecological sciences, followed by studies in social sciences linked to vulnerability and resilience of social groups, communities, cities, and organizations as systems. The efforts of scientists to develop the analysis, measurement instruments of resilience, observable resilience indicators systems, indices, regional vulnerability maps, development of regional resilience policies, etc. are visible. Scientists indicate that&nbsp;<em>resilience</em>&nbsp;is a complex ability and process and can be defined differently, depending on the contexts, but all of them are united by the notion that it is a&nbsp;<em>positive</em>&nbsp;effect in preparing for or after challenges, that it must be encouraged (Lee et al., 2016). The organisation’s theoretical concept of resilience is not widely developed and there is a lack of information on how organisations become resilient.<br>The research aims to define the concept of organisation’s resilience, its features and factors as well as to reveal the concept of the resilience of hospitals in the theoretical context of the resilience of the organisation. The following research methods were used: the analysis, generalization and systematization of the content of scientific literature, synthesis of ideas based on scientific analysis.<br>The definition of the concept of organisation’s resilience is based on a previous empirical research conducted by Barasa et al. (2018) as well as on the latest scientific insights:</p> <ul class="List-1"> <li class="show">According to Jucevičius et al. (2017), resilience as the ability to regain strength after changes or errors is conceptually different from the concept of robustness, which describes systems that ignore environmental impacts. The resilience of an organization is the intrinsic ability of an organization to maintain and return to a dynamically stable state. It is the maintenance of resources in a sufficiently flexible form to allow them to be spontaneously adapted in the event of an unforeseen threat. Continuous harmonisation of the monitoring of small errors with improvisation provides employees with expert and wider competencies for more flexible adaptation.</li> <li class="show">The idea proposed by Gricevičius (2019) to link the resilience of the organization to the ability to survive and even thrive during a crisis supports the idea of Gečienė and Raišienė (2019, 2020) that the resilience of the organization should be understood more as a capacity and process than a result, and as adaptation rather than stability (Gečienė et al., 2020).</li> <li class="show">Insight into the fact that we are constantly strengthening the resilience of organisations by adapting to changes at three levels: the potential of the resources available in the system, participants in the internal communication system and variables, creative and flexible responses to the challenges (Holling and Gunderson, 2002, cited in Gečienė, 2020); that the resilience of the organisation must be perceived as a long-term goal (Litz, 2005, cited in Gečienė, 2020).</li> <li class="show">Beuran and Santos (2019) consider that three definitions are important in the organisation’s conceptualisation of resilience: resilience as an organisational characteristic; resilience as a result of the organisation’s activities; resilience as an identification of disorders that the organisation can tolerate.</li> </ul> <p>The theoretical concept of organization’s resilience is developed by defining external and internal factors of resilience. The external factors of the resilience of public sector organisations include the following: 1) political factors that directly or indirectly influence organisations’ involvement in a greater focus on the organisation’s sustainable development, unforeseen challenges in the long term; 2) economic factors (e.g. availability of financial resources); 3) technological factors (e.g. availability of hardware and software; digital progress), social factors (e.g. decentralisation as management practice in the public sector, coordination of systems, greater awareness of resilience in society, etc.). Disseminating the experience of business organisations in adapting to challenges in the media has also become a social factor.<br>According to scientific practice (Barasa et al. (2018); Gečienė (2020)),&nbsp;to&nbsp;analyse&nbsp;the&nbsp;passive&nbsp;and&nbsp;active&nbsp;resilience&nbsp;of&nbsp;the&nbsp;organisation,&nbsp;we have divided the internal factors of the organization’s resilience into two groups:</p> <p>1.&nbsp;Passive or operational, adaptive resilience of the organisation. The factors are as follows: 1) prudent management of public (physical, economic, organisational, social, human) capital, assets held or entrusted with management; management of organisational change management, absorption, adaptability, reconstruction capacity is essential; 2) a balanced organisational routine and structure; 3) management and continuous improvement of internal information and communication systems; 4) management (managerial) practices; 5) organizational culture.<br>2.&nbsp;Active or planned, strategic, otherwise capability-oriented resilience of the organization. The factors are as follows: 1) the organisation’s resilience planning, strategy; 2) the organisation’s external policy focused on strengthening resilience; 3) continuous involvement in the analysis, application, development of managerial innovations; 4) leadership and continuous improvement of the organisation’s resilience competencies.<br>Hospitals are organisations whose management is subject to the same managerial principles as in budgetary institutions in general, and therefore the analyzed resilience features of organizations are also applicable to hospitals. Due to the specific purpose of organisations (human health is one of the most important values, health care is a constitutionally justified objective and public interest) and relevance during the 2020–2021 pandemic, there is an increase in the discourse of the scientific resilience of the health system, driven also by increased interaction between politicians, scientists and medical professionals. The resilience of the health system and individual health care institutions is becoming a priority objective of public policy, and the issue of resilience is linked not only to post-crisis recovery but also to the active prospect of resilience&nbsp;– to be prepared for future challenges. In addition to adaptive and planned resilience in the discourse of health system, science activates a discussion on the concept of everyday resilience, as hospitals have to deal with unforeseen challenges every day, the consequences of which can affect patients.</p> Laima Liukinevičienė | Jurgita Blažienė Copyright (c) 2022 Laima Liukinevičienė | Jurgita Blažienė Sun, 20 Feb 2022 00:00:00 +0000 Exploring the Relationship between Self-Control and Healthy Eating: Do Self-Description as a Healthy Eater and Attached Importance to Healthy Eating Matter? <p>As suggested by previous research, individuals with high self-control report greater autonomous motivation, and the Self-Determination Theory of autonomous motivation implies that exercising self-control should be less necessary, i.e., require lower levels for those having a self-schema in the relevant domain. Based on this, the present study explored whether the healthy eater self-schema status decreases (moderates) the effect of the trait self-control on the healthy eating behavior. In a cross-sectional design, a total of 149 people participated in this research. Results confirmed the role of the healthy eater self-schema status as a moderator. These findings highlighted the effect of the self-description as a healthy eater and one’s perceived importance of healthy eating in the exercising of trait self-control towards healthy food consumption. This study could also be helpful in tailoring future self-control interventions for individuals who have difficulties in exercising self-control toward healthy food consumption.</p> Justina Paluckaitė Copyright (c) 2022 Justina Paluckaitė Thu, 10 Mar 2022 07:42:47 +0000 The Need for Future Competencies of a Tourism Specialist from the Point of View of Employers <p>Employee competencies are considered to be the most important factor, which determines competitiveness among job seekers and an essential capital in most sectors of the economy. Today, due to the changing conditions in the labor market, the once acquired knowledge and abilities no longer meet the changed requirements, it is becoming important to develop generic and subject specific competencies. The article analyzes the generic and subject specific competencies of future specialists in the Lithuanian tourism sector, which are needed in the labor market of Lithuania from the point of view of employers. Therefore, using a semi-structured in-depth interview, a pilot professional activity field research was carried out in December 2020&nbsp;– February 2021 in the economically strongest Lithuanian cities. The results of the research showed that due to the ongoing Covid-19 pandemic case, which is resonant and indefinite, the tourism market will never be the same again. It is observed that a person with a broader qualification (i.e. more competencies) easier integrates into the labour market. In this context, priority should be given to the ability of future specialists to be proactive and flexible, entrepreneurial and creative (to understand the specificities, future directions and trends of tourism and recreation services), to use information, smart and other technologies effectively. The specialist will not fear the competition of a professional who already has work experience in tourism sector.</p> Andželika Bylaitė | Ernesta Jonaitienė | Vilma Kalinovienė Copyright (c) 2022 Andželika Bylaitė | Ernesta Jonaitienė | Vilma Kalinovienė Fri, 18 Mar 2022 03:33:43 +0000 Relationship Between Employees’ Perfectionism and Workaholism: The Role of Dedication-to-Work Promoting Organization <p>The aim of the present study was to investigate the moderating role of perceived dedication-to-work promoting organization for the relationship between employees’ perfectionism and workaholism. A total of 964 employees (514 females and 450 males) working in different Lithuanian organizations participated in the cross-sectional study. Data were collected by means of online self-administered questionnaires. Workaholism was measured using DUWAS-10 proposed by Schaufeli et al. (2009). To measure perfectionism, a short version of the Multidimensional Perfectionism Scale (MPS;&nbsp;Hewitt and Flett, 1991) was used. A questionnaire proposed by Allen (2001) was used to assess the perceptions of whether an organization encourages employees to focus solely on work or whether it supports their family responsibilities as well. It was hypothesized that the positive relationship between perfectionism and workaholism was stronger for employees working in dedication-to-work promoting organizations. The assumption was confirmed. It was obtained that the risk of workaholism was higher for employees having high levels of perfectionism and perceiving organization as promoting dedication to work.</p> Modesta Morkevičiūtė | Auksė Endriulaitienė Copyright (c) 2022 Modesta Morkevičiūtė | Auksė Endriulaitienė Wed, 25 May 2022 02:34:39 +0000