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Measuring Behavioural Aspects of Quality in an Enterprise A Study of Indicators Using the Slovak SMEs to Track Behavioural Aspects of Quality

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  • Malá Denisa

    (Department of Corporate Economics and Management, Faculty of Economics Matej Bel University in Banská Bystrica, Tajovského 10, 975 90 Banská Bystrica, Slovakia)

  • Minárová Martina

    (Department of Corporate Economics and Management, Faculty of Economics Matej Bel University in Banská Bystrica, Tajovského 10, 975 90 Banská Bystrica, Slovakia)

  • Benčiková Dana

    (Department of Corporate Economics and Management, Faculty of Economics Matej Bel University in Banská Bystrica, Tajovského 10, 975 90 Banská Bystrica, Slovakia)

  • Ďaďo Jaroslaw

    (Department of Corporate Economics and Management, Faculty of Economics Matej Bel University in Banská Bystrica, Tajovského 10, 975 90 Banská Bystrica, Slovakia)

Abstract

Problems that occur in enterprises are not always caused by risks from the external environment. Behaviour of employees, as well as their response to risks, has a great impact on problem occurrence, while among the risk factors that can be influenced are those on the inside of the enterprise, one of the crucial ones being the management of behavioural aspects of quality. The core of the article is its empirical research, i.e. the analysis of findings from a questionnaire, the objective of which was to identify the indicators that enterprises use to measure behavioural aspects of quality, and thus prevent potential risks in quality management. When evaluating the research results, we used methods of testing statistical hypotheses, and methods of descriptive statistics and data visualisation. The statistical program SPSS, version 25, was used to evaluate the collected data, while in testing the formulated hypotheses, the level of significance was determined at 0.05. Based on the research findings, we may claim that Slovak small and medium enterprises (SMEs) tend to track financial rather than behavioural indicators. It was also revealed that the more developed the behavioural component of an employee profile, the more frequently the behavioural indicators are tracked in the given enterprise. Among the most tracked indicators are service profitability, the enterprise’s profit rate of growth, the behaviour of employees in the workplace and the productivity of labour from a timeframe point of view.

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Handle: RePEc:vrs:wsbjbf:v:56:y:2022:i:1:p:25-34:n:1004
DOI: 10.2478/wsbjbf-2022-0004
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References listed on IDEAS

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  1. Lars Moratis, 2018. "Signalling Responsibility? Applying Signalling Theory to the ISO 26000 Standard for Social Responsibility," Sustainability, MDPI, vol. 10(11), pages 1-20, November.
  2. Cristofaro, Matteo, 2020. "“I feel and think, therefore I am”: An Affect-Cognitive Theory of management decisions," European Management Journal, Elsevier, vol. 38(2), pages 344-355.
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