Sociálně-zdravotnický horizont Social Health Horizont

Corporate social policy and corporate social work Radoslav Micheľ

ABSTRACT Is important to point out the quality of working conditions and satisfaction with the services provided, which largely affect the conflict between employees and employers (senior officials) in the workplace. Employees must have the active participation enjoyed by their working conditions. Keywords: Remuneration. Corporate social policy. Corporate social work. Working conditions.

INTRODUCTION Effective corporate social policy and social work business are an important prevention of social tensions, with a focus on effective settlement of labor conflicts and workforce development. Care employers (managers) about creating positive working conditions, adequate compensation of employees, health and safety at work and the training of their employees, significantly improves mutual employment relationships. CORPORATE SOCIAL POLICY AND CORPORATE SOCIAL WORK ,,Corporate social forms a complex social policy of the employer, which takes place with no direct relation to the quality of employee work commitment" (Barancova, Schronk, 2004, p. 497). The objective of corporate social policy is to define the priorities of social policy, which are determined mainly by the Labour Code and collective agreements. Corporate social policy should focus primarily on: 1. creating appropriate working conditions of employees; 2. improvement of living conditions (Vojcik et al., 2007). Corporate social policy should take into account the particular needs of individual employees and ensure job satisfaction of employees with the employer (senior staff). CORPORATE SOCIAL WORK Content of corporate social work, communication, management, social climate, the effects of the work process, social behavior, external relations between enterprises on the one hand, and on the other hand, labor conflicts, hobbies, etc. Organic part of life in the enterprise, its corporate culture, which is shaped by individual employees and employers (senior staff). Significantly affects labor discipline, work ethic, etc. (Striezenec, 2001). The basic role of a social worker for the HR function in the organization, mainly include: 1. to promote personal strategy of the organization; 2. based on accepted personnel policies to formulate and promote partial staffing policy activities;

Sociálně-zdravotnický horizont Social Health Horizont

3. in working together with senior staff (managers) implementation of HR activities (analysis work, sourcing and selection of staff deployment, staff evaluation, professional career, compensation of employees, etc.); 4. provide social counseling for managers (managers) and employees; 5. a survey of job satisfaction of employees. It is essential that corporate social organization of work carried out mainly in the following areas: 1. social development staff; 2. employee motivation; 3. safety and health at work; 4. staff training; 5. social care staff who require extra attention (women, youth, workers with family problems, disabled workers, older workers); 6. effective use of free time (culture, recreation and sport) (Frk et al., 2010) . By Tkac (2009) corporate social work is currently affected by the emergence of new dimensions of transnational, European and global firms, corporations, companies and cooperatives in the new world and European socio-economic and political order.

CARE STAFF WORKING CONDITIONS Working conditions are among the important factors that have a significant impact on the quality of working life of employees (Kachanakova, Nachtmannova, Joniakova, 2008). The existence and development of human society is associated with various forms of social relations. Every form of community workplace employment relations creates a space for action, which takes relations in and also affect the functioning of the various forms of mutual assistance to employees in the workplace (Hanobik, 2011). It is important that each procedure was also consistent with a conscience. It is also necessary to take into account the consequences of the decision for the employees and the organization (Vansac In Beno, Andrejiova, Sramka, 2012). Employees have the right to fair and satisfactory working conditions. The law shall ensure in particular: 1 right to remuneration for work done, sufficient to enable them to decent standard of living; 2. protection against arbitrary dismissal and discrimination employment; 3. safety and health at work; 4. maximum permitted working hours; 5. adequate rest after work; 6. shortest permissible length of paid vacation; 7. right to collective bargaining (Act no. 460/1992 Coll. Slovak Constitution, as amended, Art. 36). Care staff includes: services that are provided to employees in the workplace, health and safety at work and care staff working conditions (Koubek, 2009) . ,,Improve work culture and work environment the employer creates decent working conditions and cares about looks and Employment, social facilities for personal hygiene“ (Law no. 311/2001 Coll. Labour Code, as amended, and which amending certain laws, § 151 paragraph. 1). If the adverse working conditions for employees, often results in dissatisfaction and staff leave the organization (Kulkova, 2012-07-20).

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It is very important to support the creation of pleasant working environment that promotes health and job satisfaction of employees (Living and working conditions in Germany, 2012-03-02). Employers realize that their success is heavily dependent on their employment relationships with employees. In addition, there is a certain pressure fields, which is focused on improving the quality of care staff (Koubek, 2001). Social care working conditions of employees in the company is essential to prosperity . It is a form of indirect compensation, which the company seeks to meet the specific needs of employees (Social care system HUMAN, 2011-12-09). Level of social care staff working conditions is an expression of moral maturity employer (managers). Care workers can be divided into three groups: 1. compulsory care workers - laws and regulations on supra- level; 2. contracting care workers - collective agreements within the organization; 3. voluntary care workers - is important in the personnel policy of the employer (Bielczyk, 2005). It is important that the three designated groups of care staff were complementary to each other. Caring for people in the organization represents three types of objectives: 1. whole society objectives - social human development, health, prosperity society; 2. individual goals of man - meet the needs of the individual; 3. priority employer (managers) - recruitment and development of their professional skills (Koubek, 2001). Remuneration of employees Remuneration acts as a powerful incentive tool for employees. As part of the motivation of workers has a significant impact fair remuneration. Of particular importance are the nonfinancial rewards: the provision of employee benefits (to decide, praise, etc.). (Financial remuneration of workers, 2012-07-18). Koubek (2001) states, deficiencies in pay are often the cause of dissatisfaction among employees with the employer (senior staff). May be the cause of strikes, union activities and labor conflicts in the organization. The key issue of remuneration of employees is just the problem of an adequate and motivating remuneration system in the organization, which should be established so as to best suit the needs of a particular company and employee requirements. Employees must have a participation in influencing the level of their paid labor. It can not just be a one-sided affair by employers (managers) (Michel, 2013). Remuneration system is primarily a way of defining wages and salaries, respectively. employee benefits (Koubek, 2003).

Remuneration system means: 1. cash pay - wages, salaries, bonuses, meals, clothing, etc.; 2. non-monetary remuneration - service Apartment, child care, recreational facilities and the like (Majtan et al., 2008). Remuneration system is an effective tool for obtaining and maintaining a productive workforce. Remuneration system, which is managed by an incorrect manner may lead to dissatisfaction among employees and consequently failing to meet the enterprise (business) goals (Kachanakova, Nachtmannova, Joniakova, 2008).

Sociálně-zdravotnický horizont Social Health Horizont

SURVEY PART OBJECTIVE OF THE SURVEY The main objective of the survey was to determine whether working conditions and satisfaction with the services provided improves relationships between employees and senior officials from the perspective of social work in industrial enterprises. INTERIM DESTINATION Based on the main objective of the survey was determined following intermediate targets: C1: Determine whether the conflict between employees and senior staff affects the quality of working conditions. C2: To determine whether a conflict between employees and senior staff affects customer satisfaction with the services provided in the study subjects. EXPLORATORY HYPOTHESIS

H1: The conflict between employees and senior staff affects the quality of working conditions. H2: The conflict between employees and senior staff affects customer satisfaction with the services provided in the study subjects. Own research was conducted from 09. 08. 2012 to 27. 01. 2013 by questionnaire. The base set consisted of randomly approached employees and managers of industrial enterprises where 113 questionnaires were distributed. This core set was selected to bring it in line with defined objectives and research hypotheses. Of the 113 questionnaires were correctly completed and returned 98 questionnaires in research, representing a 86,7 % return usable questionnaires. These 98 respondents consisted of exploratory sample (the sample) . Examined subjects consisted of the following industries: 1. industrial companies (over 300 employees) SB INMART in Bardejov, CEMM THOME SK in Presov, I. C. A. in Svidnik; These subjects examined: industrial enterprises we have chosen for the reason that it is the busiest actors in which there are conflicts between the employee and the employer (senior staff) from the perspective of social work.

REVIEW METHODS When selecting respondents, we used the technique of random sampling. We used two types of questionnaires: 1. for employees; 2. for senior employees, who act on behalf of the employer.

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ORGANISATION AND TREATMENT OF EXPLORATION Own survey was conducted from 09. 08. 2012 to 27. 01. 2013 in the form of an anonymous questionnaire survey. Of the 113 questionnaires were correctly completed and returned 98 questionnaires in research, representing a 86,7 % return usable questionnaires. Staffing survey form: 1. examiner, student - graduate student; 2. respondents who participated in the survey: employees and management staff. Information is divided into: 1. primary data and information - questionnaires; 2. secondary data and information - literature, internet. In cases in which we investigated the most common response from the perspective of employees and managers, were applied two-stage sorting acquired data (two-dimensional contingency table), which were established absolute and relative frequencies for the observed category. Two-stage (two-dimensional) separation is oriented to describe the relationship between two categorical variables (http://rimarcik.com/navigator/ds2n.html#, 2012-11-02). Numerical calculations were made by means of the statistical program SPSS (Statistical Package for the Social Sciences). Questionnaires were prepared and evaluated in SPSS (Statistical Package for the Social Sciences) program and graphically illustrated in the results of the survey. In the empirical section, we examine selected as a priority issue in the form of quantitative research. We conducted a correlation research, in which we focused on the relationships between pairs of variables in the research hypotheses. SURVEY RESULTS Using the statistical program SPSS results we were used to verify the hypotheses of us. Table 1 Effect of the quality of working conditions for the emergence of conflicts between employees and employers (senior staff) as the focus of economic activity (employees) The focus of economic activity (employees) Answers of respondents industry Total 256 Number 102

Yes

%

54,0

50,3

Rather yes

Number % Number % Number % Number %

68 36,0 12 6,3 7 3,7 189 100,0

194 38,1 47 9,2 12 2,4 509 100,0

I can not judge Rather not

Total

Sociálně-zdravotnický horizont Social Health Horizont

From the data in table 1 shows that in the category of employees working in the industry, most t. j. 54,0 % of respondents said that the quality of working conditions affect the formation of their conflicts with the employer (senior staff). The answer is not ,,did not“ any of the respondents.

Table 2 Effect of client satisfaction with services provided by the emergence of conflicts between employees and employers (senior staff) as the focus of economic activity (management staff) The focus of economic activity (management staff) industry

Answers of respondents

Yes Rather yes I can not judge Total

Number %

8 61,5

Number % Number % Number %

5 38,5 0 ,0 13 100,0

Total 18 62,1 9 31,0 2 6,9 29 100,0

From the data in table 2 shows that the occupational categories of managers in industry, the largest percentage rate, t. j. 61,5 % of respondents believe that the satisfaction of clients (customers) with the services impact on their conflicts with employees. The answer, I can not judge ,,did not“ any of the respondents. Likewise answers rather not 'and' no 'did not have any of the respondents. DISCUSSION AND RECOMMENDATIONS FOR PRACTICE The aim of our research was to determine whether working conditions and satisfaction with the services provided improves relationships between employees and senior officials from the perspective of social work in research subjects. We used two types of questionnaires: 1. for employees; 2. for senior employees, who act on behalf of the employer. The research was carried out in industrial plants in Svidnik, Bardejov and Presov . Of the 113 questionnaires were correctly completed and returned 98 questionnaires in research , representing a 86,7 % return usable questionnaires . From the data in table 53 show that in the category of employees working in the industry, most 54,0 % of respondents said that the quality of working conditions affect the formation of their conflicts with the employer (senior staff). The answer is not ,,did not“ any of the respondents. We can conclude that hypothesis 1 was confirmed. From the data in table 70 show that the occupational categories of managers in industry, the largest percentage rate, 61,5 % of respondents believe that the satisfaction of clients

Sociálně-zdravotnický horizont Social Health Horizont

(customers) with the services impact on their conflicts with employees. The answer, I can not judge ,,did not“ any of the respondents. Likewise answers rather not and „no“ did not have any of the respondents. We can conclude that hypothesis 2 was confirmed. RECOMMENDATIONS FOR PRACTICE 1. to improve working conditions in particular in terms of increasing the wage assessment of employees; 2. employer (management staff) should be looking to resolve conflicts with employees. CONCLUSION Labor conflicts in the workplace and client satisfaction with the services provided is very negative way involved in employee relations and effective mutual cooperation between employees and employers (senior staff). Impaired quality of wage and working conditions, health and safety at work, employee training, is a common cause of industrial conflicts in the workplace. Remuneration system is an effective tool for obtaining and maintaining a productive workforce. Remuneration system, which is managed by an incorrect manner may lead to dissatisfaction among employees and consequently failing to meet the enterprise (business) goals. REFERENCES BARANCOVA , H. - SCHRONK, R. 2004. Labour Law. Bratislava : SPRINT, 2004. 656 p. ISBN 80-89085-28-8. BIELCZYK, A. 2005. Human Resource Management. Karvina : Silesian University, School of Business Administration in Karvina, 2001. 318 p. ISBN 80-7248-304-8. FRK, V. et al. 2010th Human Resource Management. 1st ed. By: Faculty of Prešov University , 2010. 284 p. ISBN 978-80-555-0140-6. HANOBIK, F. 2011. Introduction to social policy. Bratislava: VSZaSP St. Elizabeth, 2011. 164 p. ISBN 978-80-8132-019-4. KACHANAKOVA, A. - NACHTMANNOVA, O. - JONIAKOVA, Z. 2008. Personnel Management. 1st ed. Bratislava : IURA EDITION, 2008. 236 p. ISBN 978-80-8078-192-7. KOUBEK, J. 2001. Human Resources Management: Fundamentals of modern human resources. 3rd ed . Prague : Management Press, 2001. 368 p. ISBN 80-7261-033-3. KOUBEK, J. 2003. Personnel work in small businesses. 2nd Ed. Praha : Grada Publishing, 2003. 248 p. ISBN 80-247-0602-4. KOUBEK, J. 2009. Human Resources Management: Fundamentals of modern human resources. 4th ed . Prague : Management Press, 2009. 400 p. ISBN 978-80-7261-168-3 . MICHEL, R., 2013. Conflict between employee and employer in terms of social work : Dissertation. Bratislava: VSZaSP St. Elizabeth, 2013. 224 p. STRIEZENEC, S., 2001. Introduction to social work. 2nd Ed. Washington, DC: Tripsoft , 2001. 198 p. ISBN 80-968294-6-7. TKAC, V. 2009. Human dignity, social work and law. In: Labor Law of the 21st century. Proceedings . Plzen: Publishing Ales Cenek, 2009. ISBN 978-80-7380-025-3, p. 142-152. VANSAC, P. 2012. Ethical dilemmas of social workers and the principles of their solutions. In BENO, P. - ANDREJIOVA, L. - SRAMKA, M. Cooperation helping professions -

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determinant of the quality of life of the population. Presov : Institute of Social Sciences and Health bl. P. P. Gojdic, 2012. ISBN 978-80-89464-10-4. p. 125-133. VOJCIK, P. et al. 2007th fundamental rights. Nitra : ENIGMA, 2007. 256 p. ISBN 80-8913208-1. Legislation Act no. 460/1992 Coll. Constitution of the Slovak Republic, as amended. Act no. 311/2001 Coll. Labour Code, as amended. Electronic documents Financial remuneration of workers. [online]. [cit. 18. 07. 2012]. Available http://www.euroekonom.sk/. KULKOVA, N. Bullying in the workplace. [online]. [cit. 20. 07. 2012]. Available http://www.instore.sk/news/. Living and working conditions in Germany. [online]. [cit. 02. 03. 2012]. Available http://www.eures.sk. Social welfare system HUMAN. [online]. [cit. 09. 12. 2011]. Available http://www.hour.sk/media/media/.

CONTACT ADDRESS: PhDr. Radoslav Michel, PhD. VŠZaSP St . Elizabeth, Bratislava Department of the Queen of Peace of Medjugorje Stefanikova 64, 085 01 Bardejov E - mail address: [email protected] mobile: 0908 879951

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