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ORIGINAL RESEARCH
published: 03 February 2022
doi: 10.3389/fpsyg.2021.805153
Edited by:
Fu-Sheng Tsai,
Cheng Shiu University, Taiwan
Reviewed by:
Tomas Kliestik,
University of Žilina, Slovakia
Luminita Ionescu,
Spiru Haret University, Romania
*Correspondence:
Lenka Ližbetinová
Lizbetinova@mail.vstecb.cz
Specialty section:
This article was submitted to
Organizational Psychology,
a section of the journal
Frontiers in Psychology
Received: 29 October 2021
Accepted: 30 December 2021
Published: 03 February 2022
Citation:
Balková M, Lejsková P and
Ližbetinová L (2022) The Values
Supporting the Creativity
of Employees.
Front. Psychol. 12:805153.
doi: 10.3389/fpsyg.2021.805153
The Values Supporting the Creativity
of Employees
Miluše Balková1, Pavla Lejsková2and Lenka Ližbetinová1*
1Department of Human Resource Management (HRM), Faculty of Corporate Strategy, Institute of Technology and Business
in Ceské Budejovice, Ceské Budejovice, Czechia, 2Department of Transport Management, Marketing and Logistics, Faculty
of Transport Engineering, University of Pardubice, Pardubice, Czechia
In Industry 4.0 completely new production worlds are emerging, where robots are
becoming a key element and where common human skill activities and thinking are
commonly surpassed. The growing degree of automation and the interconnection of the
digital and the real-world create an environment that requires a set of interdisciplinary
skills. For the sustainability of enterprises in this environment, human creativity acquires
an irreplaceable role. The aim is to compare the application of selected values in
corporate culture, which creates a space for increasing the creativity of employees from
the perspective of different sizes of enterprises. The research sample consists of 1,716
companies of the Czech and Slovakia that participated in the questionnaire survey. The
results of the independent T-test confirmed significant differences in the applied values
between the countries being compared. Differences in terms of business size have
been further explored through the ANOVA test and the Tukey HSD test. The results
subsequently confirmed that the values: work meaningfulness, passion for work, and
trust are applied more significantly to microenterprises in both the countries, creating an
environment that supports creativity.
Keywords: human resource management, creativity, company values, employees, company size, innovation, HRM
4.0
INTRODUCTION
One of the prerequisites for business success in a rapidly changing world is the ability to respond
to changes in technology, human resource management, or the use of new business models.
Digitization is becoming an integral part of sustainable business life. In Industry 4.0, completely
new production worlds are emerging, where robots are becoming a key element and where common
human skill activities and thinking are commonly surpassed. The growing degree of automation
and the interconnection of the digital and real-world create an environment that requires a set of
interdisciplinary skills. These trends are observable in various areas of the economy (Davidson,
2020;Duft and Durana, 2020;Lazaroiu et al., 2020). For the sustainability of enterprises in
this environment, human creativity acquires an irreplaceable role. Innovation and open flexible
thinking about the necessary changes can give operators the necessary competitive advantage
to overcome a turbulent period of change (Connolly-Barker et al., 2020;Kovacova et al., 2020;
Kovacova and Lewis, 2021;Hawkins, 2021).
Creative thinking can be understood as an exclusively "human" skill that no artificial intelligence
can replace. The originality of the ideas that people are able to bring differentiates products or
services from the competition. Supporting and using creativity in the company is a great challenge
for managers at all levels (Kucharcikova et al., 2021).
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Balková et al. Creativity Supporting Values
The company’s ability to support innovation and creativity as
inimitable intangible resources is a key element of competitive
advantage (Scott, 1995;Stehel et al., 2021). The art of offering
innovative products needs creative employees who are motivated
(Hitka et al., 2018) to develop their creative potential and to
generate creative ideas (Jovˇ
ci´
c et al., 2019). Lack of motivation
(Bartakova et al., 2017;Hitka et al., 2021) can lead talented
workers to avoid job opportunities and make little effort to
improve their performance. Inefficient use of employee talent
(Gottwald et al., 2015) is considered a waste of resources that
leads to a lack of creativity, reduced market share, competitive
advantage (Milenkovi´
c et al., 2015;Dobrodolac et al., 2016), and
reduced customer satisfaction (Khalil et al., 2017). The successful
sustainable development of the company includes the synergy of
quality management (Nedeliakova et al., 2016), technology, and
well-motivated employees (Hitka et al., 2019), whose common
basis are shared and applied corporate values (Lorincová et al.,
2018;Song et al., 2020).
Published studies focus on finding a link between values and
increased creativity, but there is a lack of more comprehensive
research on the current state of application of values in
companies, according to selected factors. This paper helps to
fill this knowledge gap by mapping the current situation in
the Czechia and Slovakia. This study deals with how often
companies in the Czechia and Slovakia apply selected values that
are important in encouraging employees to engage in a creative
behavior. A comparison of the application of values according
to the size of enterprises and a comparison of both countries
may provide a new perspective on the approach of enterprises
on the sustainable development at the time of the advent of
Industry 4.0. The aim is to compare the application of selected
values into corporate culture, which creates space for increasing
the creativity of employees from the perspective of different
sizes of enterprises.
LITERATURE REVIEW
The pressure for constant innovation supported by digital
transformation and the use of elements of artificial intelligence
(Nedeliaková and Panák, 2015;Nývlt and Juhásová Šenitková,
2018) increases the need for flexible business behavior and the
support of creativity in its employees (Hyršlová et al., 2007;
Jaros et al., 2014;Kampf et al., 2018;Lazarevic et al., 2020).
In the conditions of Industry 4.0, the effective use of creativity
by employees is predicted by many factors (Blštáková et al.,
2020;Stacho et al., 2020;Stachová et al., 2020). It is mainly
the personality of the employee and his internal or external
motivation related to the application of shared values in the
company (Fila et al., 2020;Szeiner et al., 2020;Gódány et al.,
2021). Locke and Latham (1990) hypothesized that corporate
culture influences employee behavior through shared applied
corporate values. Kirkman and Shapiro (2001) found that
differences in applied corporate values affect employees’ access
to their job duties and responsibilities, which pointed out the
link between corporate values and individual work performance.
The applied company values are closely related to the work
motivation of employees. Kaplan et al. (2009) pointed out that
employees with different values have different approaches to
work tasks and goals and also to different performances in
creativity. By applying common corporate values, companies can
influence the motivation and work behavior of their employees
(Kuptcova et al., 2016;Nedeliakova et al., 2018). In this
sense, corporate values should be considered as an important
factor in examining sustainable development by supporting the
stimulation of employee creativity.
In many studies, the creative personality is associated with
such traits as independence, entrepreneurship, radicality, and
openness to experience (Lubart et al., 2015;Martin et al., 2015;
Potkany et al., 2021). Wang et al. (2021) used a questionnaire
survey to show that there is a relationship between an individual’s
creativity, self-confidence, and set goals. Through a questionnaire
survey, Zhang H. et al. (2021) revealed that the ability to acquire
new knowledge and the willingness to share that knowledge
positively affects social curiosity, sensitivity to deprivation, and
the joy of discovery. According to their outputs, the willingness
to pass on knowledge has a direct impact on the level of
creativity in the company. The Baldé et al. (2018) demonstrated
the connection between mutual trust in the team in the
workplace and internal motivation, which encourages employees
in the formation of individual knowledge and creativity and a
willingness to share knowledge mutually.
The correlation between the application of shared values
in the company and the innovative behavior of employees
was examined by Yeh-Yun Lin and Liu (2012). They show
that innovative employee behavior mainly affects organizational
encouragement, encouragement by supervision support of work
groups, sufficient resources, and meaningfulness of work.
Applying common values, creative behavior of employees
and the willingness to share knowledge and new ideas are
closely related to the chosen way of motivation (Ruˇ
cková
et al., 2018;Doktorová and Vareˇ
cková, 2021). Zhang Y. et al.
(2021) confirmed through field studies the importance of
convergent support for the internal motivation mechanism,
which is based on a positive relationship between the effect
of reward on individual performance and employee creativity.
These are individuals with a high vertical (but not horizontal)
team orientation. According to Zhang Y. et al. (2021),
the understanding of how external rewards affect creativity
leads to emphasizing the importance of taking into account
individual differences in cultural values. In contrast, research
conducted using a questionnaire survey in the energy industry
in Vietnam did not show (Vu et al., 2021) a statistically
significant relationship between intrinsic motivation at the
experiential level and employee creativity. In addition, external
incentives related to direct rewards have not been identified
as a decisive factor in creating innovative proposals. Shalley
et al. (2004) suggested that there is little agreement among
scientists about the likely direction of the effects of conditional
rewards on an individual’s expressed creativity, but that it
depends more on shared values. Oyedele (2013), in his study,
identified seven value dimensions that can be demotivating
in relation to creativity. These include organizational injustice,
stress, poor coordination, poor interpersonal relationships,
career decline, negative management behavior, and poor
organizational culture.
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Balková et al. Creativity Supporting Values
The creative behavior of employees is positively influenced
by support in the form of further education and regular
evaluation of performance and recognition (Gong et al.,
2009;Mura et al., 2019). The creativity of employees in
the workplace can also be influenced by work experience
gained during working life. González-González and García-
Almeida (2021) examined work experience and engagement to
seek opportunities for improvement and innovation through
regression analysis of the survey data. They came to conclude that
work experience, engagement, and passion serve as an important
input for identifying opportunities for improvement and for
generating new ideas. Muñoz-Pascual et al. (2021) confirmed
through quantitative research and data analysis that knowledge,
motivation, and relationships have a positive and significant
influence on creativity, which allows more ideas to be developed.
They found that factors associated with "tacit knowledge"
(experience, skills, training, and practical courses) have a major
impact on the development of new ideas. They revealed that
external motivation factors, such as group incentives, make a
significant contribution to the development of creativity and
sustainable innovation. According to the authors, the factors
associated with intrinsic motivation (satisfaction, determination,
responsibility, Identification, and consideration of problems)
have a great impact on the development of new ideas and
sustainable innovation. These motivations activate the applied
values in the company such as open communication, autonomy,
responsibility, and passion.
Görzen (2021) addressed in his study whether the creativity
of employees is stimulated by the importance of the assigned
task. He found out through a field experiment that higher
importance of the task has no positive effect on the quantity or
creativity of the output. Creativity is influenced by a commitment
to the success of the enterprise, passion for the cause, and
feedback from the management (recognition). In contrast, Pirola-
Merlo and Mann (2021) argue that employees working in
a team are more creative if they know the meaning and
meaningfulness of the tasks.
The intrinsic motivation for innovative and creative behavior
of managers was examined by Özdemir et al. (2021). They
confirmed that the level of innovative and creative behavior
of managers is significantly influenced by values such as
support, emphasis on health, commitment, subjective poverty,
and risk behavior. A new factor that can influence the
creativity of employees is the application of the values of
open communication, support, and trust through the use
of Internet applications. Zhang H. et al. (2021) investigated
the effect of using WeChat at work on employee creativity.
Using empirical research and the use of a structural equation
model, they revealed that the excessive use of WeChat directly
promotes creativity (open communication and meaningfulness)
and indirectly improves creativity through knowledge sharing
(collaboration and recognition). Ozer and Zhang (2021), through
repeated questionnaire surveys, have shown that employees
who need to connect with other employees gain high-quality
interpersonal relationships with their coworkers and they also
show a high level of creativity due to the use of social networks
to communicate between employees.
Based on the published findings, it was possible to compile a
list of values that are related to the support of employee creativity
and increasing innovative thinking. There is a possibility to
include (among the values supporting creativity):
·A1–the meaningfulness of work (employees know the
meaning of their work);
·A2–engagement according to;
·A3–enthusiasm resp. passion;
·A4–cooperation;
·A5–recognition (public, personal);
·A6–open communication;
·A7–support;
·A8–autonomy;
·A9– emphasis on health;
·A10–trust;
·A11–responsibility (inner sense of responsibility).
The need for a creative approach to innovation in a changing
environment due to changes caused by, for example, Industry
4.0 or the current COVID crisis, opens the research question:
To what extent do companies currently apply these values? The
assumption of different possibilities according to the size of
the company also offers another research question: Does this
application of values differ in terms of the size of companies?
MATERIALS AND METHODS
The aim was to compare the application of selected values in
corporate culture and create space for increasing the creativity
of employees in the perspective of different sizes of enterprises.
The questionnaire survey was used to meet the aim of the study,
which determined the degree of application or the importance
of values in the company, and which also has an effect on
the support of employee creativity. The survey took place
in the period from spring 2020 to spring 2021. Employees
responsible for the HR area in companies were addressed within
TABLE 1 | Composition of the research file.
State Enterprise size Frequency Percentage
Czechia (CZE) Micro 108 17.8
Small 143 23.5
Medium 159 26.2
Large 198 32.6
Total for the CZE 608 100
Slovakia (SVK) Micro 285 25.7
Small 231 20.8
Medium 235 21.2
Large 357 32.2
Total for the SVK 1108 100
Total for both countries Micro 393 22.9
Small 374 21.8
Medium 394 23.0
Large 555 32.3
Total 1716 100
Source: authors.
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Balková et al. Creativity Supporting Values
the Czech and Slovakia (proportional selection according to
size). There were 1,716 enterprises that participated in the
questionnaire survey of which 608 enterprises were from the
Czechia and 1,108 were from Slovakia (see Table 1). The
basic set consists of 2,932,963 business entities in the Czechia
(CZE) (95.45% micro, 3.45% small, 0.91% medium, and 0.19%
large enterprises) and in the Slovakia (SVK). In terms of
the population according to the Statistical Office, there were
2,932,963 Czech business entities in 2020 (95.45% micro, 3.45%
small, 0.91% medium, and 0.19% large enterprises), and in
FIGURE 1 | Comparison of the application of selected values in CZE and SVK. Source: authors.
TABLE 2 | Independent samples test for differences in values between states.
Number of the value Levene’s Test t-test for equality of means
F Sig. Df Sig. (2-tailed) Std. error difference 95% confidence interval
Lower Upper
A1 9.239 0.002 1715 0.000 0.040 −0.297 −0.141
1097.726 0.000 0.042 −0.300 −0.137
A2 9.360 0.002 1715 0.000 0.044 −0.512 −0.341
1202.579 0.000 0.044 −0.514 −0.340
A3 0.001 0.974 1715 0.000 0.050 −0.363 −0.166
1260.965 0.000 0.050 −0.363 −0.166
A4 1.691 0.194 1715 0.000 0.044 −0.382 −0.210
1158.284 0.000 0.045 −0.385 −0.208
A5 2.461 0.117 1715 0.000 0.051 −0.357 −0.157
1236.253 0.000 0.051 −0.358 −0.157
A6 4.363 0.037 1715 0.000 0.049 −0.452 −0.261
1168.808 0.000 0.050 −0.454 −0.259
A7 5.691 0.017 1715 0.000 0.046 −0.352 −0.172
1213.808 0.000 0.046 −0.353 −0.171
A8 0.001 0.981 1715 0.004 0.049 −0.233 −0.043
1237.919 0.005 0.049 −0.234 −0.043
A9 6.050 0.014 1715 0.002 0.050 −0.248 −0.053
1144.127 0.003 0.051 −0.251 −0.050
A10 0.001 0.975 1715 0.000 0.047 −0.285 −0.101
1204.761 0.000 0.047 −0.286 −0.100
A11 0.979 0.323 1715 0.100 0.046 −0.165 0.014
1156.132 0.110 0.047 −0.168 0.017
Significant differences at the 5% significance level are highlighted in bold.
Source: authors.
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Balková et al. Creativity Supporting Values
Slovak business entities there were 635,876 (98.4% of micro and
small enterprises).
The persons responsible for the HR area in the company
evaluated the extent to which the examined values are applied
within their personnel strategy. The degree of importance and
the current application of values were evaluated on a rating
scale from 1 to 5, where 1 means we do not apply and
5 we fully apply.
The assessed values (which are considered significant for the
application of creativity in the enterprise) were set according
to current research studies about employees’ creativity. The
compiled list of values consists from: A1: the meaningfulness
of work (employees know the meaning of their work) (Yeh-
Yun Lin and Liu, 2012;Pirola-Merlo and Mann, 2021;Zhang H.
et al., 2021); A2: engagement according to González-González
and García-Almeida (2021) and Özdemir et al. (2021); A3:
enthusiasm resp. passion (González-González and García-
Almeida, 2021;Görzen, 2021;Muñoz-Pascual et al., 2021); A4:
cooperation (Muñoz-Pascual et al., 2021;Ozer and Zhang, 2021;
Zhang H. et al., 2021;Zhang Y. et al., 2021); A5: recognition
(public, personal) (Gong et al., 2009;Oyedele, 2013;Görzen,
2021;Zhang H. et al., 2021); A6: open communication (Oyedele,
2013;González-González and García-Almeida, 2021;Muñoz-
Pascual et al., 2021;Zhang H. et al., 2021); A7: support (Gong
et al., 2009;Yeh-Yun Lin and Liu, 2012;Özdemir et al., 2021);
A8: autonomy (Muñoz-Pascual et al., 2021;Wang et al., 2021);
A9: emphasis on health (Oyedele, 2013;Özdemir et al., 2021);
A10: trust (Baldé et al., 2018); A11: responsibility (inner sense
of responsibility) (Görzen, 2021;Muñoz-Pascual et al., 2021).
Questionnaire responses were analyzed using SPSS Statistics 26.
Enterprises were analyzed by size and country using descriptive
statistics and also using tests to determine differences in mean
values, independent Student’s t-test, parametric ANOVA test, and
Tukey’s HSD test. All these tests are solved at a significance level
of 5% and 1% (two-tailed).
The following research questions have been determined:
To what extent do companies currently apply these values
and is there a difference in the application of the assessed
values from the point of view of the surveyed countries? Is
this application of values different in terms of the size of
companies? The results should answer the following research
questions:
·Research hypothesis RH1: There is no difference between
the two countries in the use of the assessed applied values.
·Research hypothesis RH2: There is no connection between
the size of the company and the applied values influencing
the creativity of employees.
RESULTS
Based on the evaluation of individual values in both the countries
(Figure 1), the values A1 (the meaningfulness of work, average
for both countries together, average 4.51) and A9 (emphasis on
health, 4.47) are the most applied. On the other hand, the least
applied are values A3 (enthusiasm or passion, 3.92) and A8
(autonomy, 3.94). In enterprises of the Czechia, the values A1
(meaningfulness, 4.39) and A9 (emphasis on health, 4.36) are the
most applied and the least applied is A3 (enthusiasm and passion,
3.68). According to the outputs in Slovakia, the most applied
values are A1 (meaningfulness, 4.58) and A9 (emphasis on health,
4.53), and the least implemented value is A8 (autonomy, 4.01).
The differences between Czech and Slovak companies in the
approach to the application of selected values supporting the
creative behavior of employees are shown in Figure 1. According
to it, these values are applied more in Slovakia. The Student’s
t-test verified if there are statistically significant differences
between the countries (Table 2). The results of Table 2 show that
there are significant differences (from the point of view of the
country at the level of significance of 5%) for all the monitored
values, except the value of A11, which is responsibility (internal
sense of responsibility). It can therefore be stated that H1 is not
rejected at the level of significance of 5% because for one of
the monitored values no significant difference was determined
according to the affiliation of the company to the state.
Values According to the Size of the
Company in the Czechia
Another subject of research was how the application of the
monitored values depends on the size of the enterprise in the
Czech and Slovakia. According to the results of the arithmetic
averages (Table 3), the values that can contribute to the creativity
of employees in the Czech environment are the most used by
microenterprises, except for the value A4, cooperation and A9,
emphasis of health. The value A4 is most often applied by small
companies and the value A9 is more applied by large companies.
The ANOVA test (at a significance level of 5%) confirmed that
the size of a company has a statistically significant effect on the
application of the values A1, meaningfulness, A3, enthusiasm,
TABLE 3 | Arithmetic averages by size of enterprise, CZE.
Size of enterprise A1 A2 A3 A4 A5 A6 A7 A8 A9 A10 A11
Micro-enterprise 4.54 4.15 4.01 4.28 3.99 4.14 4.22 3.96 4.32 4.44 4.42
Small-enterprise 4.42 3.92 3.71 4.31 3.58 4.08 3.94 3.77 4.10 4.20 4.33
Middle-enterprise 4.23 3.84 3.54 4.21 3.78 3.83 4.03 3.61 4.42 4.10 4.11
Large-enterprise 4.42 3.92 3.57 4.19 3.80 4.09 4.11 3.93 4.52 4.05 4.20
Total 4.39 3.94 3.68 4.24 3.77 4.03 4.07 3.81 4.36 4.17 4.25
The largest rate of application of the observed values within the size of enterprises is highlighted in bold.
Source: authors.
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Balková et al. Creativity Supporting Values
TABLE 4 | Tukey’s test: comparison of the application of motivational factors
according to the size of the company in CZE, and the resulting p-values.
Dependent
variable
Anova test
p-value
Enterprise p-value/size of enterprise
Micro Small Middle Large
A1–meaningfulness 0.025 Micro 0.703 0.018 0.625
Small 0.703 0.205 1.000
Middle 0.018 0.205 0.167
Large 0.625 1.000 0.167
A3–enthusiasm 0.028 Micro 0.315 0.033 0.042
Small 0.315 0.739 0.823
Middle 0.033 0.739 0.997
Large 0.042 0.823 0.997
A9– emphasis of
health
0.005 Micro 0.426 0.891 0.431
Small 0.426 0.060 0.003
Middle 0.891 0.060 0.811
Large 0.431 0.003 0.811
A10–trust 0.010 Micro 0.220 0.034 0.007
Small 0.220 0.847 0.553
Middle 0.034 0.847 0.962
Large 0.007 0.553 0.962
Significant differences at the 5% significance level are highlighted in bold.
Source: authors.
A9, emphasis on health, and A10 confidence in the Czechia.
These values were further investigated using the test Tukey HSD
(Table 4) at a significance level of 5%. This test determined the
specific relationships of differences in the case of A1, A3, and A10
between a microenterprise, where the values are more applied
compared to a medium-sized enterprise, and in the case of A3 and
A10 also between a micro and a large enterprise. For A9, there is a
significant difference between a small enterprise (where the value
is least applied) compared to a medium and large enterprise.
Values According to the Size of the
Company in the Slovakia
In Slovakia, these values are most often applied by
microenterprises, with the exception of A9, emphasis on health,
which is the most applied in medium and large enterprises (see
Table 5), similar to the Czechia. ANOVA test (at the level of
significance 5%) proved (Table 6) that in Slovakia the size of the
company has a statistically significant effect on the application of
values A1–A7 (A1, meaningfulness of work; A2, commitment;
A3, inflammation; A4, cooperation; A5, recognition; A6, open
communication; and A7, support) and A10–A11 (A10, trust;
A11, responsibility). The relationship between the size of the
company for the application of the values A8 (responsibility)
and A9 (emphasis on health) in the corporate culture proved to
be insignificant.
The Tukey HSD test proved closer relations applied values
with the size of the enterprise (at a significance level of 5%).
The statistically significant differences were identified between
the microenterprises (where the value was more applicable)
compared to the medium and large enterprises in the case of
values A3, A6, and A11 (Table 6). The value A10 is differently
applied between microenterprises (where it is applied more)
compared to other size categories of enterprises. In the case
of values A2, A4, A5, and A7, the significant difference was
determined between the microenterprises and the medium-
sized enterprises. Also, the value A1 (meaningfulness) is applied
significantly less in medium-sized enterprises than in other
size categories.
The research hypothesis RH1 was not confirmed (at the
significance level of 1%) because there were statistically
significant differences that were identified in the use of
individual values (in the case of all assessed values except A11,
responsibility) by countries within the Czechia and Slovakia
(Table 2 and Figure 1). Similarly, the research hypothesis RH2
was not confirmed because there were statistically significant
differences in the application rate of the assessed values due
to the size of an enterprise, in the bout of countries. The
ANOVA a HSD Tukey test revealed differences in the application
of the four values (A1, meaningfulness; A3, enthusiasm; A9,
emphasis of health, and A10, trust) supporting creativity between
the different sizes of companies in the Czechia, and of the
nine assessed values (A1, meaningfulness; A2, engagement;
A3, enthusiasm; A4, cooperation; A5, recognition; A6, open
communication; A7, support; A10, trust; and A11, responsibility)
in the case of Slovakia.
DISCUSSION
Comparison of Applied Values
Depending on the Country
The results of the Student’s t-test showed that the application
of values that can contribute to the creativity of the employees
TABLE 5 | Arithmetic averages by size of enterprise–SVK.
Size of enterprise A1 A2 A3 A4 A5 A6 A7 A8 A9 A10 A11
Micro-enterprise 4.67 4.44 4.28 4.62 4.17 4.59 4.46 4.12 4.45 4.58 4.54
Small-enterprise 4.60 4.30 4.08 4.50 4.13 4.39 4.30 4.05 4.49 4.36 4.36
Middle-enterprise 4.43 4.26 3.89 4.41 3.87 4.24 4.24 3.92 4.58 4.29 4.29
Large-enterprise 4.59 4.36 3.91 4.53 4.09 4.31 4.29 3.95 4.58 4.22 4.27
Total 4.58 4.35 4.04 4.52 4.07 4.39 4.33 4.01 4.53 4.36 4.37
The largest rate of application of the observed values within the size of enterprises is highlighted in bold.
Source: authors.
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Balková et al. Creativity Supporting Values
TABLE 6 | Tukey’s test: comparison of the application of motivational factors
according to the size of the company in CZE, and the resulting p-values.
Dependent
variable
Anova test
p-value
Enterprise p-value/size of enterprise
Micro Small Middle Large
A1–meaningfulness 0.000 Micro 0.598 0.000 0.438
Small 0.598 0.027 0.999
Middle 0.000 0.027 0.018
Large 0.438 0.999 0.018
A2–engagement 0.047 Micro 0.175 0.045 0.552
Small 0.175 0.949 0.806
Middle 0.045 0.949 0.440
Large 0.552 0.806 0.440
A3–enthusiasm 0.001 Micro 0.268 0.003 0.002
Small 0.268 0.392 0.423
Middle 0.003 0.392 0.996
Large 0.002 0.423 0.996
A4–cooperation 0.015 Micro 0.297 0.008 0.444
Small 0.297 0.498 0.973
Middle 0.008 0.498 0.202
Large 0.444 0.973 0.202
A5–recognition 0.022 Micro 0.986 0.020 0.873
Small 0.986 0.083 0.985
Middle 0.020 0.083 0.110
Large 0.873 0.985 0.110
A6–open
communication
0.000 Micro 0.052 0.000 0.001
Small 0.052 0.323 0.780
Middle 0.000 0.323 0.802
Large 0.001 0.780 0.802
A7–support 0.028 Micro 0.187 0.035 0.072
Small 0.187 0.895 0.998
Middle 0.035 0.895 0.936
Large 0.072 0.998 0.936
A10–trust 0.000 Micro 0.025 0.002 0.000
Small 0.025 0.823 0.189
Middle 0.002 0.823 0.756
Large 0.000 0.189 0.756
A11–responsibility 0.000 Micro 0.064 0.004 0.000
Small 0.064 0.817 0.629
Middle 0.004 0.817 0.996
Large 0.000 0.629 0.996
Significant differences at the 5% significance level are highlighted in bold.
Source: authors.
in Slovak and Czech enterprises is different. Only the value
of A11 (responsibility) is applied in the same way within the
compared countries. According to the results of the comparison
of applied values, currently, the greatest emphasis is placed on the
meaningfulness of work (A1) in both the countries. Therefore,
employees are acquainted with the importance of their work
for the company with an emphasis on health and cooperation.
Values like trust, responsibility, and open communication are
important for Czech enterprises. Within all companies, the value
of A9 (an emphasis on health’) is very often applied, which should
contribute to the feeling of a safe environment in the workplace
and thus encourage creative behavior. This value was the most
often applied in medium and large companies. The third most
commonly applied value is A4 (a collaboration), which is most
commonly used in small enterprises.
Finding the Difference in the Use of the
Assessed Values According to the Size
of the Enterprise in Individual Countries
The Tukey test showed differences in the approach to the
application of individual values, which shows that there are
differences in the approach according to company size: for A1
values, meaningfulness between micro and medium enterprises,
for the application of A3 values, enthusiasm; and A10, trust
between microenterprises and medium and large enterprises
in the Czechia. There is also a significant difference in the
application of the A9 value, the emphasis on health, between
small and large enterprises.
In Slovakia, there is a statistically significant difference in
the application by size for almost all values. In particular, there
is a different approach to A1 value, meaningfulness between
micro, small, and medium-sized enterprises, and also between
medium and large enterprises. The application of the values
A2, engagement; A4, cooperation; A5, recognition; and A7,
support, shows a statistically significant difference between micro
and medium-sized enterprises. The values A3, ignition; A6,
open communication; and A11, responsibility, show a different
approach of micro, medium, and large enterprises. Then, the
application of the value of A10, trust shows the difference
between all types of companies. No statistically significant
difference was found for the value of A8, autonomy and A9,
emphasis on health.
In the Czechia, there is less connection between the size of
the company and the application of individually selected values
than in Slovakia. In Slovakia, all the selected values were applied
more often and their point evaluation ranges from 4 to 5 points
for all company sizes. In the Czechia, some values range from 3
to 4 points (A3-enthusiasm, A5-recognition, and A8-autonomy)
and in some cases, respondents could not assess whether values
were applied in their enterprises. Therefore, it can be concluded
that in Czech companies employees are less motivated to behave
creatively than in Slovakia.
CONCLUSION
The constant development of today’s globalized world and
Industry 4.0 creates pressure for the constant search for new
practices, Technologies, and managerial skills. There is an
ever-increasing demand for innovative and creative behavior
of companies. The corporate environment and shared values
that motivate employees to behave creatively can contribute
to success. For the purposes of this study, company values
were selected, which are most often mentioned in professional
studies in connection with creative behavior [meaningfulness of
work, commitment, enthusiasm and joy of work, cooperation,
recognition (public, personal), open communication, support,
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Balková et al. Creativity Supporting Values
autonomy, emphasis on health, trust, responsibility (inner sense
of responsibility)]. The aim of this study was to compare Czech
and Slovak companies in the application of selected values
that stimulate the creativity of the employees. Companies were
compared on the basis of their size. Both of them belong to
countries with a rich European culture, and both have a similarly
developed industry, a modern social system, and similar customs.
This contribution examined the questions: Is there a
connection between the size of the enterprises and the assessed
types of HR values that increase their creativity? Is there a
difference in the use of the types of values under consideration
between the two countries?
In Czech and Slovak companies, the values are mostly
applied based on the knowledge of the meaningfulness of work
and emphasis on a safe working environment. Within the
Czechia, this application is used by values through enthusiasm
(joy and enthusiasm for work) and values through autonomy,
i.e., independence at work within Slovakia. In both countries,
microenterprises are the most motivating creativity, which in
Slovakia can be expected to increase the overall motivation for
creativity than in the Czechia. The connection between the
frequencies of the application of selected values and the size
of the company was proved. In Slovakia, there are significant
statistical differences between the size of the company and
the frequency of application of the selected values. From the
results of both the countries, it can be concluded that in small
and microenterprises there is more room to create a creative
corporate culture, which is based on interpersonal relationships
and shared values. These values are mainly knowledge of the
meaningfulness of work, communication, passion, and support.
The values associated with the organization of work, such
as creating a safe working environment, cooperation, and
responsibility, are gaining importance with the growth of the
business entity. Based on the above facts, it is possible to
recommend the management of large companies to incorporate
more values associated with interpersonal communication
into the corporate culture, e.g., through working groups or
departments, and thus to strengthen their position in the
competitive environment. This study can serve as a basis for
further research in the field of creative management, human
resources, and further sustainable development. The presented
research provides an overview of the application of values in
companies in selected countries, and thus complements the
knowledge gap of the issue of currently created conditions
to support the creativity of employees for services. From
a practical point of view, it provides instructions resp. a
recommendation as to which value needs to be applied in a
sophisticated way.
DATA AVAILABILITY STATEMENT
The datasets presented in this article are not readily available
because the article used data obtained from the research activities
of the Slovak Academic Association for Personnel Management
SAAPM. Therefore, this data can be shared only with the consent
of SAAPM. Requests to access the datasets should be directed to
saapm.sk@gmail.com.
AUTHOR CONTRIBUTIONS
MB initiated the idea and worked on the analysis, worked on the
relevant literature of the topic. PL and LL collected the data and
performed the analyses and worked on the write up. All authors
contributed to the article and approved the submitted version.
FUNDING
This work was supported by the TAˇ
CR project TL02000017
Intergenerational management to support digitization
in construction.
ACKNOWLEDGMENTS
The article used data obtained from the research activities
of the Slovak Academic Association for Personnel
Management SAAPM.
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Conflict of Interest: The authors declare that the research was conducted in the
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