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Ana Aleksić Mirić1, Marina Petrović2
1,2 University of Belgrade, Faculty of Economics
Managing Corporate Events and Job
Satisfaction Among Young Professionals
UDK: 005.551:06.06(497.11) ; 005-053.81:331.101.32
DOI: 10.7595/management.fon.2013.0002
1. Introduction
This paper explores the topic of using corporate events as a mechanism of managing young highly educated
professionals as a specific category of employees. Literature review shows that corporate events are re-
garded primarily and used predominantly as a marketing mechanism. Management aspects are dominantly
considered in the area of operational organization of these events, while their role as a mechanism of or-
ganizational integration and the achievement of important organizational goals in the domain of managing
certain categories of employees are largely neglected. Our study focuses on the analysis of the potential use
of corporate events as an organizational mechanism for managing job satisfaction among young profes-
sionals in Serbia. Thus we want to redirect the attention of the academic and professional community from
the dominant attitude of regarding corporate events as organizational events aimed at customers’ attraction
and retention, introduction and promotion of new products or services, to the attitude that affirms corporate
events as a mechanism of managing employees’ behavior; the mechanism that is in the hands of the com-
pany’s management and that can successfully be used for a different approach in managing specific cate-
gories of employees. Since the relevant literature does not either describe or analyze the link between
corporate events and human resources of the organization to a significant extent, our study is set up as an
exploratory empirical study, with an aim to empirically explore this relationship, draw conclusions and hy-
pothesize about the potential use of corporate events for the management of job satisfaction among young
professionals. Accordingly, the first part is smaller in scope; it sets the basic theoretical and conceptual el-
Management Journal for Theory and Practice Management 2013/66
This paper focuses on young, highly educated professionals, at the beginning or in the early career stages.
The subject of the research is the analysis of the potential use of corporate events as an organizational mech-
anism for managing job satisfaction among young professionals in Serbia. Literature review shows that cor-
porate events are primarily considered as a marketing mechanism. Management aspects are dominantly
included in the area of operational organization of these events, while their role as a mechanism of organiza-
tional integration and the achievement of important organizational goals in the domain of managing certain cat-
egories of employees, is neglected by large. The aim of this research is to review the current state, draw
conclusions and hypothesize on the potential use of corporate events as a tool for managing job satisfaction
among young professionals. The work is based on empirical research. The results show that, within the in-
vestigated sample, corporate events with the purpose of organizational integration dominate over events of
learning nature. The results also show that this is contrary to the expectations of the respondents, who report
a preference towards events through which they can improve individual skills for performing job-related tasks,
enable job enrichment and/or enlargement, and improve qualifications for more complicated tasks. The results
also show that corporate events are insufficiently used for the purpose of promoting the work of young pro-
fessionals, and do not support processes of individual and organizational learning.
Keywords: Corporate events, Job satisfaction, Young professionals
1 Faculty of Economics, University of Belgrade, anaa@ekof.bg.ac.rs
2 Faculty of Economics, University of Belgrade, marinap@ekof.bg.ac.rs
ements of the research and formulates the framework of the research, while the second part contains em-
pirical investigation, presentation of the main results, conclusions and the implications of the research for
management theory and practice.
2. Theoretical and Research Framework
The term “corporate events” is used to refer to a wide range of different organizational events. The Interna-
tional Dictionary of Event Management (2001) defines corporate events as events that the company (orga-
nization) sponsors to achieve a specific goal, such as animation of buyers, introduction and promotion of
new products or services, providing incentives and training for employees, but also other activities. In the
field of business administration, event management has traditionally been regarded as an issue of corpo-
rate marketing (Kostic-Stankovic et al, 2012), rather than that of organization and management. In the field
of management and organization special attention was paid to corporate events that were linked to the con-
cept of corporate culture and the needs of managers to use corporate events to manage corporate culture
(Deal, Kennedy, 1982). In the contemporary literature and practice, managing corporate events is becom-
ing more and more of central interest, and is researched not only in terms of its relevance to the behavior
of people in organizations, but also to the organizational aspects of the performance and economics of or-
ganization (Bowdin et al., 2006; Goldblat, 2002; Smith et al., 1994).
On the other hand, job satisfaction is one of the most commonly researched concepts in the field of organ-
ization and management. Job satisfaction is a complex psychological category that includes cognitive, af-
fective and evaluative reactions of an employee to the job (Spector, 1997). This means that job satisfaction
includes certain assumptions and values of employees (cognitive aspect), feelings that employees have for
certain elements (components) of the job performed (affective aspect) and, finally, evaluation of the job
(evaluative aspect). Job satisfaction is also a complex business category, since it includes several elements,
i.e. components such as satisfaction with workplace, satisfaction with supervisor, satisfaction with colleagues
and others. Job satisfaction is related to the employees’ system of values; research shows that, the more
the outcomes are highly valued by employees, the higher the satisfaction (Vroom, 1964). From the per-
spective of organizational behavior, job satisfaction is one of the most important aspects of individual be-
havior in the organization and is brought into connection with the employees’ level of motivation to work, with
their productivity, the level of absenteeism from work, as well as the fluctuation of the employees (Thierry,
Koopman-Iwema, 1984). Employees’ motivation and job satisfaction are so tightly interrelated that many
well-known theories of motivation were categorized as theories of job satisfaction (e.g. theories of Maslow
hierarchy of needs and Herzberg’s two-factor theory, in Locke, 1976). Studies show a significant correlation
between the employees’ level of job satisfaction and their willingness to act in a benevolent, constructive and
collegial way (in accordance with the concept of the organization as a good citizen - organizational citizen-
ship behavior). For managers and owners, perhaps the most important thing is to consider the effects that
job satisfaction has on individual and organizational performance. Knowledge in this domain is still contra-
dictory, since research confirms a weak correlation between job satisfaction and employees’ individual per-
formance, and shows that there are results on how the two influence each other, as well as that individual
performances affect the level of job satisfaction among employees (Robbins, 2003).
However, literature review shows that there are no studies that directly connect management of job satis-
faction of young professionals and corporate events as related organizational categories. This question is
particularly interesting when placed in the specific business milieu of Serbia. On the basis of our knowledge
about managing the category of young, highly educated professionals, the employees within this structure
possess strongly expressed needs for achievement and personal development, highly expressed individu-
alism and, commonly, difficulties with integration into a group, in terms of identification (and especially sub-
ordination ) of their individual goals to the goals of an organization as a whole (Hamori et al, 2012; London,
1993; Whitely et al, 1991; London et al, 1984). The motivational profile of this category of employees shows
that internal aspects of motivation are often more important than the external ones. In this population, job
satisfaction is one of the most important motivational mechanisms. On the other hand, the employees in this
category, with their knowledge and skills, are an important element of the organizational knowledge base,
but also an important development potential of the organization, whose behavior and orientation influence
the realization of the strategic goals of the organization, its development and the ability to successfully sur-
vive in the market. Therefore, it is very important for an organization to study carefully and appropriately the
incentive mechanisms of this category of employees, and adapt them to their motivational profiles as much
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2013/66Management Journal for Theory and Practice Management
Variable Modality percentage
Male 51,1
Sex female 48,9
To age 24 2,2
25 to 34 86,7
age
35 to 44 11,1
single 62,2
marital status married 37,8
no children 71,1
children have children 28,9
university degree 28,9
master of arts degree 40
master 28,9
education
academic specialization 2,2
as possible. In this study, we look at corporate events as an organizational tool for managing young pro-
fessionals, in order to derive both theoretical and practical implications for managing this specific category
of employees. This connection has not been clearly observed or studied in relevant literature so far, and it
is our intention to open this new perspective.
3. Research
Given the lack of theoretical and empirical papers on this topic, our research was designed with the aim to
review the situation, draw some conclusions and hypothesize about the potentials of using corporate events
for the management of job satisfaction among young professionals.
Taking into account the population of interest for our study, we used a sample of master and PhD students
of Economics at Belgrade University who are employed at the same time. The choice of a sample was pri-
marily determined by the need to focus the research clearly on the category of young professionals - peo-
ple with university education, work experience and ambition to continue professional development through
academic education at master academic or doctoral studies. The respondents were mainly employed in
the following positions: financial analysis expert, market analysis expert, financial analyst, teaching assistant,
risk manager, credit analyst, procurement manager, marketing director, finance director, head of recruitment
and selection in human resources and the like.
The survey was conducted in the years 2011 and 2012 and it included the two successive generations of
students. These students were sent an online survey at their email addresses. For online-questionnaire de-
sign and data collection of the respondents we used a free software available on the Internet at the website
www.google.rs. The response rate to the online survey was 0.32. We examined the job satisfaction scale
using Spector’s job satisfaction instrument (Spector, 1997). According to Spector, the overall job satisfac-
tion consists of the following composite factors: pay, promotion, supervision, fringe benefits, contingent re-
wards, operating procedures, nature of work, coworkers, communication. Each composite factor consists
of four variables, presented in the questionnaire through the questions.
The collected data were further analyzed in SPSS statistical software. While analyzing the data, we used de-
scriptive measures to explain the structure of the sample, as well as the outline of the answers to the key
questions. Due to the nature of the data, these were predominantly percentages. To draw conclusions about
the independence between the demographic characteristics of respondents and key points related to job
satisfaction, we used chi-square test.
The structure of the respondents shows that both men and women were represented equally. Dominantly
represented are the respondents who have at least tertiary education, aged 24 to 34, single and without chil-
dren (Table 1).
Table 1: Respondents - Structure
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In the field of organizational characteristics, we considered the type of ownership of the organization in
which the respondent is employed, the business that the organization deals in, the age and the size of the
organization.
We placed two groups of corporate events into the focus of the research: (1) corporate events with a learn-
ing function, and (2) corporate events with an integration function.
Corporate events with integration function include celebrations and gatherings within an organization on
the occasions of general interest and importance (New Year’s Day, company celebrations), then important
events in the employees’ lives (getting married, child birth, the defense of master’s, specialist, etc. paper, but
also the unfortunate events, when the support of work environment is preferred, as well as the important
events for the company (receiving certificates and awards). In this category, we also classified introducing
new employees to other members of the organization. The essential feature of these events is the need to
use an event as an occasion to celebrate and socialize, to meet the employees’ needs for belonging and
socialization - in a word, for integration within an organization.
Corporate Events with learning function include different types of education and training of employees - cor-
porate seminars in which only some employees participate, (for example. training sales people) or all of
them; then, trainings in the workplace or elsewhere, as well as the presentation of new products in the com-
pany assortments. The events aimed at team building are relevant to both groups of corporate events, be-
cause they are to be achieved as the goals of learning and integration, and this is how we treated them.
All corporate events were researched from two perspectives – in terms of their presence in/absence from the
organization where the respondent works, as well as in terms of the respondent’s affective reactions to a non-
existing event that the respondent would like to be included into organization’s events portfolio. In this way,
the participants mapped the presence/absence of the categories of corporate events in question, as well as
their affinities to the inclusion of new categories of corporate events in organizational practice.
3. Results of the Research
The results of the research will be presented with regard to the composite factors that measure job satis-
faction (Table 2), and then we will present the distribution of certain corporate events within the respondents’
organizations, as well as their reported needs (desires) for the existence of certain corporate events.
3.1. Job satisfaction
Nature of work. Among the factors of job satisfaction researched, job itself occupies the top position for the
young professionals. Our respondents report that they are satisfied with the very nature of their job, that
their job makes sense, that they are proud of their job, that they love it and enjoy doing it.
Supervision. Superior’s attitude to employees is an important constituent factor of job satisfaction. In our re-
search, young professionals ranked it at a high position: 2. The respondents report their satisfaction with the
superior’s competence in business, with fair treatment of the employees by the superior, and they even ex-
press certain emotional reactions to the superior with a positive answer to the question: “I love my superior”.
The respondents do not report that they notice the superior’s lack of interest for employees’ feelings.
Coworkers. The respondents report satisfaction with their co-workers and even express certain emotional
reactions to them with a positive answer to the question: ‘’I love my colleague”. They do not report the con-
sequences of incompetent colleagues’ behavior, or conflicts in the workplace.
Communication. The respondents report a neutral attitude towards the quality of communication within an
organization and towards being informed about events in the company. The objectives of organizations in
which they work are clear to them, as well as the tasks they perform. There are significant differences in the
responses depending on the marital status of the respondents. Namely, taking into account the influence of
this personal characteristic of the respondents, we come to the conclusion that marital status affects em-
ployees’ satisfaction with communication in the workplace. To be more precise, the respondents qualified
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2013/66Management Journal for Theory and Practice Management
as married report dissatisfaction with communication in workplace, while single respondents report satis-
faction with communication in workplace.
Work conditions. The respondents report a considerable load of work at their workplace (the result with the
highest single value), but do not report being overloaded by too much administration, by regulations and
procedures at work, or with the bureaucratization of tasks and processes. Also, respondents do not have
the feeling that their initiatives are deliberately blocked.
Pay. The respondents report satisfaction with the amount of money they receive and with a salary as an in-
dicator of their position in the organization; at the same time, they report dissatisfaction with the frequency
and the amount of a raise and the prospects for the increase in salary.
Fringe benefits. Although they report satisfaction with the benefits they receive, the respondents state that
there are benefits that they are supposed to, but do not receive. In terms of external and internal fairness of
their benefits, they report a neutral attitude. They feel a slight disappointment when thinking about whether
their results are rewarded as they should be.
Table 2. Ranking composite factors of job satisfaction
3.2. Corporate events
The analysis of corporate events in the respondents’ organizations shows that events with an integration
function are more common in relation to corporate events with a learning function (Table 3).
As the most common event in organizations, our respondents report New Year’s Eve (86% of the respon-
dents). Gatherings of the employees on the important events in their lives in order to celebrate with colleagues
are also highly represented. It is surprising to find that celebrations of the Day of the company are presented
below the average (46%), and it is very indicative that the important events for the company are not repre-
sented at all (eg. winning prizes at fairs - only 18%), introducing new members and team building events
(also only 18 %). These are also the events that respondents would most like to have in their organizations -
43% of respondents report the need for team building events, and nearly one-third of them report the need
for a more explicit introduction of new employees. Surprising results appear in the domain of events with an
integration purpose, in the case of unfortunate events in the lives of employees - although these are present
in the respondents’ answers below the average, only 5% report the need for the events in this category.
When it comes to corporate events with learning function, the most common category are corporate semi-
nars in which only some employees participate (eg training sales people), with 61% in the organizations
studied. Education and training in the workplace are more common than those in other locations; together
with team-building activities, these are reported to be more desirable and the ones the respondents would
like to have more often in their organizations. There is a surprising lack of interest among the respondents
for the presentation of new products in the company’s assortment.
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Rank Construct
1 Job nature
2 Superiors
3 Colleagues
4 Communication within an organization
5 Recognition of work
6 Work conditions
7 Salary
8 Work promotion
9 Financial and/or non-financial benefits
Table 3. Corporate events-presence and need for them
4. Discussion of the Results
Empirical research has provided us with the following results:
Result 1: In the structure of corporate events, the events with the aim of integration are dominant over the
events with the aim of learning. In the structure of the respondents’ needs, the events with learning contents
dominate over those with integration contents.
Result 1a: The respondents are extremely dissatisfied with the opportunities to promote their work.
This is especially evident in the case of state-run and public companies as, with the reliability of 90%, we can
assess that the respondents employed in these organizations are more dissatisfied with the opportunities
for advancement in comparison with other organizations.
When it comes to recognition for a well performed job, the moderating variable is the respondents’ marital
status, as with 95% certainty we can say that the married respondents are more dissatisfied with the recog-
nition of a well performed job. When it comes to the relation between the desired and the received award
for the work done, the influence of organizational ownership proves to be significant, since with 90% certainty
we can say that the employees in private companies are dissatisfied.
Result 2: Young professionals respect their superiors and colleagues and their competence. What is more,
they express a certain emotional reaction – they “love their boss”- “love their colleagues’’, but still show
more interest in the relationship with their superiors than in the relationship with their coworkers.
Result 3: The most important source of job satisfaction for young professionals in Serbia is the job itself -
the fact that they love their job, enjoy it, are proud of what they do. Inadequate organization is a stronger
source of job dissatisfaction among young professionals than their relationships with other people.
Result 4: Incomplete compensation packages are a major source of job dissatisfaction among young pro-
fessionals in Serbia. Although they are somewhat satisfied with the absolute level of salary and the reputa-
tion they enjoy in this sense, the sources of discontent can be found in the prospects for improving their
economic position through an increase in salary; short-term perspectives (a raise) and long-term perspec-
tives (an increase in salary) are another source of discontent. In addition to this, the young professionals are
not fully aware of what their compensation packages should include (financial, non-financial benefits).
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Corporate events
Existing Preferred, but
non-existingt
New Year celebrations 86% 0%
Gatherings on the occasion of important events in the lives of
employees (marriage, child birth, graduation / master / PhD)
61% 10%
Corporate seminars attended by only some employees (eg training
sales people)
61% 5%
Celebrating the Day of the company 46% 14%
Gathering on the occasions of unpleasant (sad / tragic) events in the
lives of employees
46% 5%
Education and training in the workplace 39% 38%
Education and training in other locations (eg. training weekend at
Zlatibor, etc.)
36% 43%
Corporate Seminar for Managers 32% 5%
Presentations of new products in the company assortment 29% 0%
Corporate seminars in which all employees participate (eg, a
seminar on the Day of the company)
21% 14%
Celebrations on the occasion of important events for the company
(eg, winning prizes at fairs, etc.)
18% 14%
Introducing new employees / members of the company 18% 29%
The events aimed at team building (team-building activities) 18% 43%
Gender and education are important individual characteristics that influence the satisfaction with salary.
Women are more dissatisfied with the adequacy of the rewards that they receive for their work; based on our
research, we can claim this with a 95% certainty. As for the prospects of an increase in salaries, women are
also a more dissatisfied category, which can be claimed with a 90% certainty. Education level can significantly
affect the employees’ chances for an increase in salary, since with a 90% certainty, we can say that the re-
spondents who have finished only graduate studies are more dissatisfied than those with a higher educa-
tion level (specialization, master, master’s degree).
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Conslusion
The results of our research show that young professionals in Serbia work a lot, that they are fully involved in the tasks they
perform, and that they are proud of their jobs, as well as that their jobs create a feeling of personal satisfaction and fulfillment.
The results also show the respondents’ positive perception of their superiors’ and associates’ personal and professional
characteristics: they generally respect superiors and co-workers and consider them competent for the work they do. How-
ever, the research also shows that corporate events are not exploited enough for the promotion of young professionals, and
that they do not provide enough support for the processes of individual and organizational learning, although these motives
are among the most important for the population studied.
The sources of dissatisfaction of young professionals in Serbia are mostly present in the areas of job design, communica-
tion channels in the organization, promotion and reward systems. Also, the compensation packages for young experts are
underdeveloped and leave a lot of space for different motivational strategies.
Our study has certain recommendations for management theory and practice, which will be structured in the form of impli-
cations and conclusions - hypotheses for further empirical testing.
Implication 1: Young professionals are the most dissatisfied with the opportunities to promote their work.
Conclusion 1: Corporate events are not used enough for the promotion of young professionals, and they do not to support
enough the processes of individual and organizational learning.
Implication 2: Young professionals respect their superiors and colleagues and their competences. Moreover, they express a
certain emotional reaction – they “love their boss”- “love their colleagues” but, in our study, they show more interest in the
relationship with their superiors than that with coworkers. In the relationships with other people, young professionals are
more interested in the development, the learning component, than in the social component.
Conclusion 2: When it comes to managing young professionals, the structure of corporate events should be dominated by
the events with strong learning rather than those with social potential.
Implication 3: The challenge of the job is the factor that has the greatest motivating potential for the management of job sat-
isfaction among young professionals.
Conclusion 3: When it comes to managing young professionals, the structure of corporate events should be dominated by
those that correspond to the improvement of individual skills to do the job, those that enrich, strengthen and increase the em-
ployee’s ability to perform complicated tasks, and the like.
Implication 4: The amount and the structure of salary alone are not a source of job dissatisfaction among young profession-
als, it is rather the prospects for the salary increase in the short or in the long run.
Conclusion 4: Corporate events with the purpose of integrating the organization should be used as an opportunity to deliver
information to employees on short-term and long-term plans for financial and non-financial rewarding employees.
The results of this study are of interest for both management theory and management practice. Corporate events have been
predominantly approached as a marketing management category, and so the effects of these events have mainly been
aimed at external public and stakeholders outside the organization.
In this study, we look at corporate events as an organizing tool for managing young professionals, and we state some theo-
retical implications for managing this particular category of employees. This connection has not been clearly observed or an-
alyzed, and so our research provides a new approach to the existing topics. On the other hand, the results, conclusions and
implications that we derive can be of practical use to managers in different areas and on different levels of organizational hi-
erarchy, and especially to experts in the field of human resources, because the research shows that corporate events can be
used for a differentiated approach to employees and to managing individual aspects of their behavior in organizations.
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About the Author
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Receieved: November 2012.
Accepted: March 2013.
Ana Aleksić-Mirić
University of Belgrade, Faculty of Economics
anaa@ekof.bg.ac.rs
Dr Ana Aleksić-Mirić is assistant professor at the Faculty of Economics, University of Belgrade. She
holds MSci and PhD degree sfrom the Faculty of Economics, University of Belgrade (PhD in 2009 -
“Organizational Learning and Knowledge Management in Strategic Alliances: Organizational
Design Perspective”). During her PhD education in 2006 she was a visiting scholar at Duke
University, Fuqua School of Business (Department of State USA Junior Faculty Development
Program). She is skilled in dynamic network analysis and computational organization theory
(Carnegie Mellon CASOS certificate in 2008). She served as a World Bank Institute consultant on
the project titled Corporate Social Responsibility & Sustainable Competitiveness in Serbia, and is
experienced in consultant activities in the region. Her research interests involve organizational
theory, design and behavior within the context of knowledge management and organizational
networks and the design of alliances to learn. She is a member of the Scientific Society of
Economists of Serbia and of the Organizational Design Community.
Marina Petrović
University of Belgrade, Faculty of Economics
marinap@ekof.bg.ac.rs
Marina Petrović graduated in 2005 from the University of Belgrade, Faculty of Economics.
Currently she is a PhD student since 2009 at the University of Belgrade, Faculty of Economics.
Employed at the Faculty of Economics, University of Belgrade since 2005.Appointed Teaching
Assistant in 2009. Main fields of interest and research: Market Research, Statistics.
Courses taught on the undergraduate level: Market Research.
