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Subjective career success has been widely researched by academics and researchers as it provides job and career satisfaction that can lead to the perceived life satisfaction of employees, as well as their engagement in organizations. This study demonstrates that subjective career success depends not merely on career adaptability but also on the connections people build throughout their professional lives.

The study was conducted in the socioeconomic context of Latvia with a sample size of 390 respondents. Interpersonal behavioral factors from the perception of career success measure and the influence of the Career Adapt-Abilities Scale (CAAS) on subjective career success (two statements from Gaile et al., 2020) were used. The constructed research model was tested using the SPSS 28 and WarpPLS 8.0 software tools. The primary data analysis method used was partial least squares structural equation modeling (PLS-SEM). Then 12 moderators and their effects on the main relationships of the model were reviewed.

The study confirms that relationships at work have the most significant effect on subjective career success, followed by control behaviors and curiosity behaviors. Moreover, a list of significant and insightful moderation effects was found, most significantly the relationship between connections and subjective career success.

Until now, the CAAS was not integrated with the behaviors and attitudes that depict the social relationships of individuals at work. This study aims to narrow this gap by exploring whether (and, if so, how) career adaptability and interpersonal relationships in the workplace (i.e. professional connections) contribute to subjective career success.

學者和研究人員一直對主觀的事業成功課題進行廣泛的討論和研究, 這類研究會給予僱員工作和事業的滿足感, 繼而使他們感到生活圓滿, 並促進他們對組織的參與。本研究展示了主觀的事業成功不但取決於生涯調適力, 同時也取決於僱員在整個職業生涯裡人際聯繫的建立。

研究人員在拉脫維亞的社會經濟背景下進行這個研究; 樣本為390名回應者。研究人員使用了衡量事業成功概念內的人際行為因素, 以及職業適應能力量表對主觀事業成功的影響 (來自 (Gaile 等, 2020) 的兩個聲明) 。研究人員採用 SPSS 28和 WarpPLS 8.0兩個軟件工具, 來測試他們構建的研究模型。主要分析數據的方法為基於偏最小平方法的結構方程模型, 研究人員仔細審核12個調節因素和它們對模型的主要關聯的影響。

研究確認了工作方面的關係對主觀的事業成功影響最為顯著, 其次則為控制行為和好奇行為; 而且, 研究人員發現了一系列重要的、富有洞察力的調節效果; 更具意義的是, 他們發現了建立聯繫與主觀事業成功之間的關係。

職業適應能力量表至今仍未融合於可描繪在工作上各個個體的社會關係的行為和態度。本研究探索了職業適應能力和在工作場所的人際關係, 如何能促進主觀的事業成功; 就此而言, 本研究縮窄了有關的研究缺口。

Employee dishonesty is problematic for businesses in general, particularly for retailers. The purpose of this paper is to empirically analyse selected factors associated with the perceived likelihood of dishonest behaviour among retail employees. Specifically, the role of three negative work outcomes – insufficient pay, boredom, and perceived injustice – is investigated, as well as the effect of individual values and espoused organisational values.

The sample consisted of 784 retail employees from six retail organisations located in Estonia and Latvia. A survey questionnaire that used manipulated scenarios of work outcomes and organisational values was administered.

The study concludes that perceived injustice produces more dishonesty than other negative work outcomes (insufficient pay and boredom), whereas boredom was a surprisingly strong trigger for the perceived likelihood of dishonest behaviour. Individual ethical values determined the perceived likelihood of dishonest behaviour as hypothesised while sensation-seeking values did not. Espoused organisational values had no significant effect on the perceived likelihood of dishonest behaviour.

The results imply that the breach of distributional and procedural justice simultaneously associates most with employee dishonesty, and retail employee selection is the key to curbing dishonest behaviour in the workplace.

The paper makes a contribution to behavioural ethics literature by studying dishonest employee behaviour in the post-communist context while addressing various forms of dishonest behaviour, in addition to stealing. Also, the effect of espoused organisational values has been scarcely studied before.

The purpose of this paper is to analyse generational differences with regard to honest behaviour and honesty as a personal value in post-Soviet business environment: in Estonia and Latvia.

In total, 781 service employees from six retail organizations in Estonia and Latvia were surveyed to assess likelihood of dishonest behaviour and to rank their values according to the Rokeach instrumental value scale.

Older generations report higher likelihood of honest behaviour than younger generations. Post-war and early generation X, born between 1945 and 1970, also rate honesty and responsibility higher as their individual values.

The complexity of generational differences in ethical behaviour and honesty as a personal value has not been widely researched in post-Soviet business environment.

The purpose of this paper is to determine the differences in the values and behaviours of employees and entrepreneurs and to develop guidelines for employers to foster entrepreneurial thinking in their organisations.

To determine individual behaviours, the authors used the career adaptability scale developed by Savickas and Porfelli (2012), complemented with the statements regarding relationships in the workplace and reward, designed by Gattiker and Larwood (1986). The individual values were evaluated by Schwartz’s individual value framework. The career success of individuals was defined by income level and job satisfaction. Data from a sample of 473 respondents were analysed using structural equation modelling.

This paper reveals that there are differences in the behaviours and the values of employees and entrepreneurs. Employees are more concerned with relationships at the workplace, rewards and confidence, whereas entrepreneurs focus solely on relationships. Self-direction value has a direct positive impact. Universalism, conformism, achievement, stimulation and safety have indirect positive effects on career success for employees. There is no specific individual value driving career success for entrepreneurs.

This paper follows the recent trends in organisational culture development whereby organisations seek to incorporate the entrepreneurial mindset at all levels of the organisation. Until now, there has been scarce empirical evidence on the differences between entrepreneurial and employee values. This research provides evidence that the value gap between these two distinct groups is considerable enough to question the ability of the average employee to adopt the entrepreneurial behaviour required by modern organisations.