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UDC [334.764:622.374](477.62)-043.86
Yu. Kostin,
Dr. Hab (Economics), Kharkiv University of Radioelectronics
M. Mass,
PhD (Economics), Chairman of the Board, PJSC „Donetskoblgaz”
N. Dubrovina,
PhD (Economics), Kharkiv Institute of Trade and Economy
PROBLEMS OF SOCIAL AND ECONOMIC DEVELOPMENT AT THE „DONETSKOBLGAZ” ENTERPRISE
Introduction
The gas branch is one of the most important branches ensuring the industrial potential of Ukraine. The largest national company of oil and gas branch is National Joint-Stock Company „Naftogaz of Ukraine”. It is realizing the state foreign and domestic policy as for provision of the delivery of oil and gas resources to various categories of the consumers in Ukraine and abroad.
The Donetsk region represents a highly advanced industrial and energy complex, where the important role played by gas industry provides its stable functioning. In Donetsk region the first activities on supplying cities and industrial objects with gas started the late 1930s. However mass gas supply campaign began in 1958, when the plan of gas supply for dwellings in Donetsk region was approved for the period of 1959 - 1965. In 1959 due to gasification of 17 cities of Donetsk region the self-supporting regional gas company „Oblprombytgas” was created within the municipal service for control of gas local enterprises. The first industrial consumers were Khartsyzsky steel wire rope and pipe producing plants, Kontantinovsky metallurgical and glass producing plants, Kramatorsky metallurgical plant, Novokramatorsky machine-building plant, Artemovsky plant of rolled metals. In 1975 the reorganization of the management system in regional gas industry was carried out, and the trust „Oblprombytgaz” was liquidated. Then the Donetsk industrial association of gas supply named „Donetskoblgaz” was founded and it was subordinated to Republican association „Ukrgaz”
According to the Decree of the President of Ukraine „On formation of enterprises corporation” from 15.06.1993 №210/93 and Order of State Committee of Ukraine on oil and gas from 11.03.1994 in 1994 the Donetsk regional state enterprise on gas supply „Donetskblgaz” was transformed in the Open Joint-Stock Company „Donetskoblgaz”.
Structure of this company includes 19 branches: 17 departments on gas supply, departments on construction works and repair-shop „Gas - service” and Donetsk gas filling station. The privatization of the enterprise was carried out by the central body of State Property Fund of Ukraine.
In June 2011 Open Joint-Stock Company „Donetskoblgaz” was transformed into Public Joint-Stock
Company „Donetskoblgaz”. About 38% of the shares of the PJSC „Donetskoblgaz” belong to NJSC „Naftogaz of Ukraine”. Nowadays the territory of the licensed activity of the company includes numerous economic institutions, namely: 49 cities, 108 settlements of urban type and 808 villages, 382 industrial enterprises, 3529 municipal household installations, 853902 apartments, 1379107 household units of gas equipment, 265426 household gas counters. Over 12 thousand km of gas pipelines, including about 5 thousand km of underground gas pipelines, are under the authority of PJSC „Donetskoblgaz” enterprise.
The PJSC „Donetskoblgaz” is one of the leaders of gas branch; more than 4,5 thousand employees work at this enterprise. New technologies and innovations are developed here, the specialized laboratories and service centres are created. The own educational center of professional training and improvement of professional skill of the employees is established. There are some campings, sports centers and health facilities at the disposal of the employees of the „Donetskoblgaz” enterprise.
Taking into account social and economic importance of PJSC „Donetskoblgaz” for gas branch and Donetsk region, the long-term history of the given company functioning, the research was carried out with the purpose of studying corporate and organizational culture at the „Donetskoblgaz” enterprise.
1. The economic and financial activity of the PJSC „Donetskobgaz” enterprise
The PJSC „Donetskoblgaz” is one of largest gas supply enterprises of Ukraine. The basic tasks of the enterprise are: maintenance of gas pipelines and equipment in a technically serviceable condition; maintenance of reliable and safe gas supply for all categories of the consumers; designing and construction of gas transport systems. Priority trends of the company activities are: application of innovation technologies; attraction of new industrial consumers; increase of volumes of the gas supply. The strategy of the PJSC „Donetskoblgaz” is aimed at designing and construction of gas pipelines from polymeric materials.
The results of industrial output of the PJSC „Donetskoblgaz” for 2009 - 2010 are given in table 1.
In 2010 volume of natural gas transportation by PJSC „Donetskoblgaz” amounted to 2449,181 million
cubic meters. It increased by 408,972 mill. cubic meters or by 20% as compared with 2009. However in 2010 the supply of natural gas provided by „Donetskgaz” enterprise to the various consumers was 4.54% less as compared with 2009 and amounted to 814,978 million cubic meters. The volume of liquefied gas supply has grown in 2010 and amounted to 2402 tons, it is 30.2% more as compared with 2009.
The cost of the enterprise production in 2010 has considerably increased due to the growth of volumes supplied to customers and growth of prices. In 2010 the cost of gas transported by the enterprise made 272891 thousand of UAH, that is 69.93% more as compared with
2009. The cost of natural gas supplied by enterprise to the various consumers made 38162 thousand UAH in
2010, that is 3.48% more as compared with 2009. The cost of the liquefied gas supply increased in 2010 and amounted the 15971 thousand UAH, that is 39.75% more as compared with 2009. The cost of other services delivered by the „Dontskgaz” enterprise” increased by 43.54% in 2010.
However, as it is seen from the last column of tab. 1, the structure of production cost in 2010 did not essentially differ from the structure in 2009. So, in total amount the share of gas transportation cost increased by 6,3%, the share of natural gas deliveries cost to the various consumers decreased by 4,4%. In 2010 the share of other kinds of services decreased by 1,49% in the structure of production cost.
In table 2 the basic economic indicators of the PJSC „Donetskoblgaz” are shown for 2007 - 2010. In 2007 the income from production sold has amounted to 688055 thousand UAH, and in 2010 this index was 1077312 thousand UAH. The growth of the income from production sold amounted to 389257 thousand UAH for the period of 2007 - 2010 or 56.76 % as compared with 2007.
The net income of the enterprise was 568024 thousand UAH in 2007, and in 2010 this index has amounted to 898782 thousand UAH. The growth of the net income of the enterprise was 33075 8 thousand UAH for the period of 2007 - 2010 or 58.23% as compared with 2007.
The cost of production sold was 539491 thousand UAH in 2007, and in 2010 this index has amounted to 870028 thousand UAH. The growth of the cost of production sold amounted to 330537 thousand UAH for the period of 2007 - 2010 or 61.27% as compared with 2007.
The gross profit of the enterprise was 28533 thousand UAH in 2007, and in 2010 this index amounted to 2854 thousand UAH. The growth of the gross profit was 6237 thousand UAH for the period of 2007 - 2010 or 0.77% as compared with 2007.
In 2010 the enterprise received net profit equal to 2154 thousand UAH for the first time for the period of 2007 - 2010.
In table 3 the annual changes and growth rates of the basic indicators of economic activity of the PJSC „Donetskoblgaz” are given.
From tables 3 it follows, that the highest values of growth rates of economic activities indexes were observed in 2007 - 2008, that is period before the beginning of economic crisis. But the lowest values of mentioned growth rates were observed for the period of 2008 - 2009, that is period during at the height of economic crisis.
It should be noted, that the cost of realized production grew by higher rates, than gross income and net income in the „Donetskoblgaz” enterprise, and it negative impact on profitability of the enterprise.
In table 4 some financial indicators presenting a financial status of the PJSC „Donetskoblgaz” are given.
In 2007 the assets of the enterprise accounted to 435021 thousand UAH, and in 2010 this index amounted to 589839 thousand UAH. The growth of assets of the enterprise was 154818 thousand UAH for the period of 2007 - 2010 or 35.59% as compared with 2007.
The non-current assets amounted to 257364 thousand UAH in 2007 or 59.16% of total assets. In 2010 the non-current assets amounted to 301337 thousand UAH or 51% of total assets. Non-current assets increased by 43973 thousand UAH for the period of 2007 - 2010 or about 17% as compared with 2007.
The current assets amounted to 174739 thousand UAH in 2007 or 40,16% of total assets. In 2010 the current assets were 288026 thousand UAH or 44.16% of total assets. For the period of 2007 - 2010 the growth of current assets amounted to 113287 thousand UAH or 64.83% as compared with 2007. The value of total assets of the „Donetskoblgaz” enterprise was increased basically due to expansion of current assets in the period of 2007 - 2010; more than half of these current assets were trade and other receivables for the goods, activities and services provided by the enterprise.
The equity of the enterprise amounted to 18934 thousand UAH in 2007, and in 2010 this index amounted to 44777 thousand UAH. For the period of 2007 - 2010 the growth of the equity amounted to 25843 thousand UAH or 136.49% as compared with 2007.
In table 5 the annual changes and growth rates of the basic financial indexes of the PJSC „Donetskoblgaz” are given.
In table 6 the structure of operational costs from sold products (works, services) of the „Donetskoblgaz” enterprise is given.
In 2007 the material costs of the enterprise amounted to 65575 thousand UAH or 27.82% of total operational costs. In 2010 this index amounted to 105326 thousand UAH or 27.06% of total operational costs of the enterprise. For the period of 2007 - 2010 the growth of material costs amounted to 39751 thousand UAH or 60.62% as compared with 2007.
The labour costs amounted to 83895 thousand UAH in 2007 or 35.59% of total operational costs. In 2010 this index amounted to 128722 thousand UAH or 33.07% of total operational costs. For the period of 2007 - 2010 the growth of the labour costs amounted to 44827 thousand UAH or 53.43% as compared with 2007.
Table 1.
Parameters of industrial activity of the PJSC „Donetskoblgaz”
№ Indicator Industria 2009 l outputs 2010 Product] current thous. 2009 on at the prices, of UAH 2010 Shai produc % 2009 e of tion in 'o 2010 Change of industrial outputs 2009/ 2010 Change of productio n at the current prices 2009/ 2010 Change the share of production, % 2009/ 2010
1 Services in transportati on of natural gas 2040,209 mln. m3 2449,181 mln. m3 160589, 00 272891, 00 59,28 65,59 408,972 mln. m3 112302,00 6,31
2 Services in natural gas supply 853,725 mln. m3 814,978 mln. m3 36880, 00 38162, 00 13,61 9,17 -38,747 mln. m3 1282,00 -4,44
3 Services in the liquefied gas supply 1845 t 2402 t 11428, 00 15971, 00 4,22 3,84 557 t 4543,00 0,3
4 Other kinds of services - - 62024, 00 89028, 00 22,89 21,40 - 27004,00 -1,49
Table 2.
The basic indicators of economic activity in the PJSC „Donetskoblgaz” for 2007 - 2010, in thousand UAH
Indicators 2007 2008 2009 2010
Production sold (works, services) 688055 877919 944675 1077312
Net income 568024 708003 772470 898782
Cost of production sold 539491 702183 775425 870028
Gross profit 28533 5820 -2955 28754
Table 3.
Annual changes and growth rates of basic economic indicators in the PJSC „Donetskoblgaz” for 2007 - 2010
Indicators Annual 2007/2008 changes, tho 2008/2009 us. UAH 2009/2010 Annu 2007/2008 al growth rat 2008/2009 es, % 2009/2010
Production sold (works, services) Net income Cost of production sold 189864 139979 162692 66756 64467 73242 132637 126312 946 03 27.59 24.64 30.16 7.6 9.11 10.43 14.04 16.35 12.2
Table 4.
Basic financial indicators in the PJSC „Donetskoblgaz” for 2007 - 2010, in thousand UAH
Indicators 2007 2008 2009 2010
Assets 435021 494607 525370 589839
Non-current assets 257364 281534 284046 301337
Current assets 174739 208760 232007 288026
Equity 18934 27045 17602 44777
In 2007 the social contributions amounted to 28766 thousand UAH or 12.2% of total operational costs. In 2010 this index amounted to 45341 thousand UAH or 11.65% of total operational costs. For the period of 2007 - 2010 the growth of the social contributions has amounted to 16575 thousand UAH or 57.62% as compared with 2007.
In 2007 the depreciation was 25647 thousand UAH or 10.88% of total operational costs. In 2010 this index amounted to 23517 thousand UAH or 6.04% of total operational costs. For 2007 - 2010 the depreciation decreased by 2130 thousand UAH or by 8.31% as compared with 2007. It should be noted, that the depreciation is an important item of the operational costs for given enterprise, because more than 40% of fixed capital is out-dated and should be modernized.
The value of other operational costs amounted to 31857 thousand UAH in 2007 or 13.51% of total operational costs. In 2010 this index amounted to 86351 thousand UAH or 22.18% of total operational costs. For the period of 2007 - 2010 the value of other operational costs increased by 54494 thousand UAH or by 171% as compared with 2007.
Whole, the total operational costs amounted to 235740 thousand UAH in 2007 and in 2010 this index increased by 65.12% and amounted to 86351 thousand UAH.
The growth of operational costs for the period of
2007 - 2010 was determined by a rise in prices and tariffs in connection with inflation and economic crisis in Ukraine. The growth of operational costs resulted in the increase of the production cost and to the decrease profitability of the „Donetskoblgaz” enterprise.
2. Study of social development at the „Donetskoblgaz” Enterprise
Nowadays experts in management science consider social development using analysis of organizational and corporate culture. Corporate ethics and behavior are defined as important components of the corporate strategy and social policy for the leading enterprises.
The cornerstone of a success for enterprise is a well-defined and implemented corporate strategy, which is accepted and realized by all staff, from workers to top-managers, and vice versa. The performance of employers corresponds to how the work and rewards (both financial and non-financial) meet the employee’s needs. The employee behavior is related to organizational culture, which is a complex network of values and norms created by individuals in the enterprise.
Organizational culture, corporate governance and corporate behavior are related. It is possible to consider the corporate governance and corporate behavior as components of corporate culture. D.Crowther (2011) considered corporate governance as environment of trust, ethics, moral values and confidence, which reflect synergic effect of all kinds of stakeholders.
Corporate governance is concerned with creating a balance between the economic and social goals of a company including such aspects as the efficient use of resources, accountability in the use of its power, and the
behavior of the corporation in its social environment (D.Crowther, 2011). Good corporate governance is based on realization of four principles: transparency, accountability, responsibility and fairness. Good governance can improve the performance of enterprise and help to increasing shareholders’ satisfaction.
Corporate behavior involves legal rules, ethical codes and social responsibility. Development of corporate social responsibility creates the platform of dialogue between the government, business and civil society. Corporate social responsibility can help to improve the image of corporation and solve the common social problems, which are important for enterprise and its stakeholders.
Taking into account the theoretical background of corporate and organizational culture and peculiarities of Ukrainian corporations we developed the two-stage scheme of research study of corporate and organizational culture at the „Donetskoblgaz” enterprise.
First stage is based on study of official industrial and financial reports and statements described the current activities of PJSC „Donetskoblgaz” for last three years. We focused on analysis of the dynamics and characteristics of employees in this enterprise during last three years and studied the financial motivation for the personnel. In addition, we analyzed the Social Contract (Collective Agreement) and social policy provided by PJSC „Donetskoblgaz” for their employees and stakeholders in the framework of corporate social responsibility. First stage of research allowed us to describe the visible components of corporate and organizational culture at the „Donetskoblgaz” enterprise.
Second stage is based on sociological research for samples of respondents from 19 departments of PJSC „Donetskoblgaz” located in different cities of Donetsk region. Sociological research was carried out by means of questionnaire. This questionnaire contained 32 questions and included some personal data (sex, age, education, occupation, etc.) and groups of questions focused on personal attitudes of respondents to different components of organizational culture, corporate social policy, corporate governance in the „Donetskoblgaz” enterprise. 190 respondents (or 10 representatives from each department) took part in this sociological research. The samples of respondents were balanced on gender group and categories of personnel (managers, specialists and professionals, technicians and workers). All questionnaires were statistically elaborated in Statistica and total data set was created for econometric modeling in Eviews. Some hypothesis about the influence of individual characteristics and personal attitudes to organization culture were checked by means of the Binary Dependent Variable Models. We revealed group of social and economic factors, which had significant impact on evaluation of corporate and organizational culture by respondents. This stage was useful to reveal the non-clear visible (or latent) components of employee’s behavior and their expectations.
Table 5.
Annual changes and growth rates of basic financial indicators in the PJSC „Donetskoblgaz” for 2007 - 2010
Indicators Annual changes, thous. UAH Annual growth rates, %
2007/2008 2008/2009 2009/2010 2007/2008 2008/2009 2009/2010
Assets 59586 30763 64469 13.7 6.22 12.27
Non-current assets 24170 2512 17291 9.39 0.89 6.09
Current assets 34021 23247 56019 19.47 11.14 24.15
Equity 8111 -9443 27175 42.84 -34.92 154.39
Table 6.
The structure of operational costs from sold products (works, services) of the PJSC „Donetskoblgaz”
for 2007 - 2010, in thous. UAH
Elements of operational costs 2007 2008 2009 2010
Material costs 65575 89067 69021 105326
Labour costs 83895 107205 93857 128722
Social contributions 28766 36807 32479 45341
Depreciation 25647 26673 23 6 88 23517
Other operating costs 31857 35865 43 864 86351
Total 235740 295617 262909 389257
According first stage of our research we analyzed dynamics and characteristics of human resources at the „Donetskoblgaz” enterprise.
As mentioned earlier human resources are the important component in formation of corporate and organizational culture at the enterprise. A condition of human resources, their motivation and expectation in standards of labour and social policy at the enterprise influence existing values and behaviour of the employees, their attitude to image of the enterprise and tendencies of its development.
In this connection the analysis of human resources in the PJSC „Donetskoblaz” was carried out.
In table 7 the average number of the employees who are employed full and part time or temporary in the „Donetskoblgaz” enterprise is shown.
In 2008 average number of the employees amounted to 4863 persons, and in 2009 in the negative impact of economic crisis the number of the employees reduced by 3.33% as a compared with 2008. In 2010 average number of the employees amounted to 4638 persons or
1.34% less as compared with 2009. At the „Donetskoblgaz” enterprise more than 96% of total personnel is a full-time employees. In 2008 average number of full-time employees amounted to 4761 persons, and in 2009 this index reduced by 246 persons and amounted to 4515 persons. In 2010 average number of full-time employees amounted to 4519 persons.
In table 8 the structure of wages fund for full-time employees is given. The wages fund consists of two parts: base wage fund and variable pay fund.
Base wage is based on the minimum salary level (tariff or minimum of the range). Usually it depends on
external competitiveness and internal equity in the enterprise and branch. Variable pay fund includes bonuses and compensations. Bonuses and compensations are results of corporate and team performance or results of individuals.
In 2008 total wage fund amounted to 105155.5 thousand UAH, and in 2009 this fund decreased by 13331.4 thousand UAH. For the period of 2008 - 2009 the reduction of total wage fund was 12.68%. In 2010 total wage fund amounted to 128119.2 thousand UAH, that is 36295.1 thousand UAH more as compared with 2009. For the period of 2009 - 2010 the increase of total wage fund was 39.53%. In 2008 the base wage fund amounted to 68955.5 thousand UAH, and in 2009 this index decreased by 5925.3 thousand UAH and amounted to 63020.2 thousand UAH. For the period of 2008 - 2009 the reduction of the base wage fund was 8.59%. In 2010 the base wage fund amounted to 87303.5 thousand UAH or that is 38.51% more as compared with 2009.
In 2008 the variable pay fund accounted to 36200 thousand UAH, and in 2009 this fund decreased by 7406.1 thousand UAH or that is 20.46% as compared with 2008. In 2010 the variable pay fund accounted to 40815.7 thousand UAH or 41.75% more as compared with 2009.
It should be noted that the average monthly wage of employees in the „Donetskoblgaz” was less than similar indexes in gas branch and industry in Ukraine and it was less than average monthly wage in Donetsk region (table 9).
In 2008 the average monthly wage in the „Donetskoblgaz” enterprise was 13.45% less than in gas branch. It was 9.42% less than in industry and 9.33% less than in Donetsk region. In 2009 the average monthly
Table 7.
Average number of the employees in the „Donetskoblgaz” enterprise for 2008 - 2010, in persons
Indicator Average number of 2008 2009 2010 2008/2009 Annual change, in persons Annual growth rate, % 2009/2010 Annual change, in persons Annual growth rate, %
full-time employees Average number of part-time 4761 4515 4519 -246 -5.17 4 0.09
employees and temporary employees Total 102 186 119 84 82.35 -67 -36.02
average number of employees 4863 4701 4638 -162 -3.33 -63 -1.34
wage in the „Donetskoblgaz” enterprise was 30.42% less than gas branch. It was 21.32% less than in industry and 21.28% less than in Donetsk region. In 2010 the average monthly wage in the „Donetskoblgaz” enterprise was 18% less than in gas branch. It was 9,67% less than in industry and 8.57% less than in Donetsk region.
Thus, relatively small average wages in the enterprise resulted to high number of employees, which have left the PJSC „Donetskoblgaz”. In 2008 - 2009 this index was 14 - 15 % of number of total staff, and in 2010 it decreased and amounted to 9,7%. In table 10 the structure of the personnel of the enterprise is given.
The managers amounted to 10% of all personnel. In
2008 the number of managers amounted to 519 persons, and in 2010 this index decreased and amounted to 497 persons. The specialists and professionals amounted to 12% of all personnel. In 2008 the number of specialists and professionals amounted to 567 persons, and in 2010 this index decreased and amounted to 534 persons. Technicians and clerks are less than 1% of all personnel. In 2008 the number of technicians and clerks amounted to 25 persons, and in 2010 this index amounted to 27 persons. The main group of employees in „Donetskoblgaz” enterprise are workers (about 77% of all personnel). In 2008 the number of workers amounted to 3650 persns, and in 2010 this index decreased and amounted to 3461 persons.
About 40% of the employees in the „Donetskoblgaz” enterprise are women, most of them (about 75%) are the specialists, professionals and clerks. About 20% of the employees in the „Donetskoblgaz” enterprise have complete tertiary education and about 35% of the employees have basic tertiary education. About 27% of the employees are group aged up 34 years and about 18% of the personnel are the pensioners. The number of
the women and men of pre-pension age are about 14% of total personnel.
At the „Donetskoblgaz” enterprise the trainings on improvement of professional skills for technicians and workers are regularly organized, special topic is instruction on safety regime for working equipment and people.
The own educational centres are created on base on department n Gorlovka and Kramatorsk. In 2008 in these educational centres 212 workers and technicians have passed professional preparation. In 2009 489 workers and technicians have passed training at these centres, and in 2010 this number has amounted to 326 workers and technicians.
During each three years the managers and engineers improve their professional skill and pass tests for certification.
In the framework of corporate social responsibility PJSC „Donetskoblgaz” regularly supported some cultural and sport events for employees and local communities. Some own cultural traditions are created at the „Donetskoblgaz” enterprise, such as hymn, cultural meetings for veterans, charity concerts for talented youth, etc.
Nevertheless, it is quite important task to reveal the needs and expectations of employees by means sociological research. This sociological research is aimed to study the individual attitude of respondents to some elements of corporate and organizational culture at the „Donetskoblgaz” enterprise. The main results of sociological research and characteristics of respondents are presented below.
In table 11 the distribution of respondents by aged groups is shown.
It is seen that small proportion of respondents from
Table 8.
Wage Fund in the „Donetskoblgaz” enterprise for 2008 - 2010, in thous.UAH
Indicator 2008 2009 2010 2008/2009 2009/2010
Annual Annual Annual Annual
change, in growth change, in growth
thous.UAH rate, % thous.UAH rate, %
Base wage fund 68955.5 63020.2 87303.5 -5925.3 -8.59 24273.3 38.51
Variable pay 36200 28793.9 40815.7 -7406.1 -20.46 12021.8 41.75
fund
Total wage fund 105155.5 91824.1 128119.2 -13331.4 -12.68 36295.1 39.53
Table 9.
Indexes of average wages for the period of 2008 - 2010, UAH
Indicator 2008 2009 2010 2008/2009 Annual change, in UAH Annual growth rate, % 2009/2010 Annual change, in UAH Annual growth rate, %
Average monthly wage in gas branch 2111 2394 2943 283 13.41 449 18.76
Average monthly wage in industry 2017 2117 2580 100 4.96 463 21.87
Average monthly wage in Donetsk region 2015 2116 2549 101 5.01 433 20.46
Average monthly wage in ’’Donetskoblgaz” enterprise 1827 1665.7 2330.6 -161.3 -8.83 664.9 39.92
Table 10.
Structure of the personnel in the „Donetkoblgaz” enterprise for 2008 - 2010, in persons
Indicator 2008 2009 2010 2008/2009 2009/2010
Annual Annual Annual Annual
change, in growth change, in growth
persons rate, % persons rate, %
Managers 519 501 497 -18 -3.47 -4 -0.8
Specialists and 567 544 534 -23 -4.06 -10 -1.84
professionals
Technicians and 25 22 27 -3 -12 5 22.73
clerks
Workers 3650 3448 3461 -202 -5.53 13 0.38
aged groups of 20 - 25 years and up to 19 years, these respondents amounted to 6.5% of all sample. Also the small proportion of respondents from aged group 55 years and more was observed, only 14.21% of total number. The main group of respondents was represented by persons aged 25 - 55 years.
According to the information from the questionnaires the majority of respondents (57.89%) had tertiary education, 6.32% of respondents had a second tertiary education. The proportion of respondents with secondary education amounted to 7.89%. About 22.63% of respondents had secondary vocational education and
5.26% of the respondents had incomplete or basic tertiary education.
In table 12 the distribution of respondents by occupation is given.
It is seen from the table 12 results that managers amounted to hruppuvannya respondents to 57 persons or 30% of the all respondents. There were 21 female respondents and 36 male respondents among this group. Other group included specialists and professionals, number of respondents from this group amounted to 76 people or 40% of all respondents.
In this group 63 female and 13 male respondents
were. The group of workers included 57 persons or 30% of all respondents. Among them 23 female and 34 male respondents were.
Overall, in this survey 107 female ad 83 male respondents took part, and proportions of female and male respondents amounted to 56.32% and 43.68% relatively.
Among female respondents about 19.62% were managers, 58.88% were professionals and specialists, and 21.5% were workers. Among male respondents about 43.37% were managers, 15.67% were professionals and specialists, 40.96% were workers.
Most of managers supervised small number of employees (up 20 persons), but managers who supervised 100 and more persons also took part in survey.
In survey respondents have been asked about reasons of choice of jobs in gas branch.
In table 13 the reasons explained the choice of jobs in gas branch according the opinion of respondents is given.
As it is seen from the table 13 only 21 people (or
11.05% of respondents) said that their reason was concerned with family tradition. Among these 21 respondents 7 persons (or 33.33%) were managers, 9 persons (or 42.86%) were professionals and specialists, 5 persons (or 23.81%) were workers.
Number of respondents who choose reason as wish to work at big enterprise was 59 persons (or 31.05%). Among this group of respondents 23 persons (or 40.35%) were managers, 23 persons (or 30.26%) were professional and specialists, and 13 persons (or 22.81%) were workers.
The high wages as reason for choice jobs in gas branch was selected by 20 respondents (or 10.53%). Among them 6 persons (or 10.53%) were managers, 9 persons (or 11.84%) were professionals and specialists, and 5 persons (or 8.77%) were workers.
The similar distribution was for group of respondents who choose lack of other opportunities as reason of choice of jobs in gas branch.
About half of respondents indicated other reasons when they choose jobs in gas branch.
Other task of survey was aimed to evaluation of the attractive sides of „Donetskoblgaz” enterprise by respondents.
In table 14 the results of evaluation of attractive sides of „Donetskoblgaz” enterprise by different gender group of respondents is given.
It is seen that 46 (or 24.21%) noted high wage as one attractive sides of „Donetskoblgaz” enterprise. Among these 46 respondents there were 26 women (56.52%) and 20 men (43.48%). Nevertheless, 144 respondents (or 75.79%) did not support this view.
43 respondents (or 22.63%) indicated career development as one of the attractive sides of the „Donetskoblgaz” enterprise, but 147 respondents (or 77.37%) had another opinion.
141 respondents (or 74.2%) indicated stability of
material status as one of attractive side of „Donetskoblgaz” enterprise.
Availability of social program was indicated by 134 respondents or 70.53% of total number.
It should be noted that stability of material status and availability of social program were more important for female respondents than for male ones.
78 respondents (or 41%) indicated on opportunity to have creative work as one of attractive side of „Donetskoblgaz” enterprise.
In table 15 the results of evaluation of attractive sides of „Donetskoblgaz” enterprise by different occupation group of respondents is given.
It is seen that 17 managers (or 29.82% of 57 managers) noted high wage, but 40 managers (or 71.12%) had another opinion. 19 professionals and specialists indicated high wage as attrctive side of „Donetskoblgaz” enterprise and only 10 wokers had similar opinion.
Career development as attractive side of „Donetskoblgaz” enterprise was noticed one third of respondents from different occupation group.
Most of respondents from different occupation group noticed the stability of material statusand social program as attractive sides of „Donetskoblgaz” enterprise.
More than half respondents from different occupation group indicated opportunity to have reative work as attractive side of „Donetskoblgas” enterprise.
In survey the respondents have been asked about importance of different corporate events such as corporte holidays, corporate trainings, corporate health and sport support events, corporate cultural events. Respodents ranged these options according their preferences. For majority of all respondents from different aged, occupation and gender group the organization of corporate health and sport support events were more important than other kind of social corporate activity.
In survey about 55.26% of respondents noted the importance of corporate culture as factor of stable functioning of enterprise. About 56.32% respondents were convinced that visible elements of corporate culture are important in their work. More than half respondents supported reforms in gas branch and in the „Donetskoblgaz” enterprise.
Conclusions
Successful strategy of corporate development depends on the good corporate governance and competitive organizational culture. In Ukrainian industrial corporations organizational culture is connected with heritage of Soviet period, percularities of national economy and traditional mentality of employees. Organization culture at the „Donetskoblgaz” enterprise has attributes of technical-bureaucratic type and is characterized by strong role of formal leaders and managers. Current status of organizational culture at the „Donetskblgaz” enterprise is at the stage of maturity. But outcoming reforms in gas branch, transformation of public and state corporations are a signal that some
Table 11.
Distribution of respondents participated in sociological research in the „Donetskoblgaz” enterprise by aged groups
Aged groups Counts Frequency, in %
Up to 19 years 1 0,53
20-25 years 11 5,79
25-35 years 49 25,79
35-45 years 52 27,37
45-55 years 50 26,32
55 years and more 27 14,21
Total 190 100
Table 12.
Distribution of respondents participated in sociological research in the „Donetskoblgaz” enterprise by occupation
Occupation female male Total
Managers 21 36 57
Specialists and professionals 63 13 76
Workers 23 34 57
Total 107 83 190
Table 13.
Reasons of jobs in gas branch according the opinion of respondents
Occupation Family Wish to work at High wage Lack of other Other Total
tradition big enterprise opportunities
Yes No Yes No Yes No Yes No Yes No
Managers 7 50 23 34 6 51 3 54 21 36 57
Specialists and
professionals 9 67 23 53 9 67 8 68 27 49 76
Workers 5 52 13 44 5 52 10 47 25 32 57
Total 21 169 59 131 20 170 21 169 73 117 190
Table 14.
Results of evaluation of attractive sides of „Donetskoblgaz” enterprise by different gender group of respondents
Gender group High wage Career Stability of Social Opportunity to
develo nt e m p material status pro gram have crea tive work
Yes No Yes No Yes No Yes No Yes No
Female 26 81 21 86 84 23 76 31 43 64
Male 20 63 22 61 57 26 58 25 35 48
Total 46 144 43 147 141 49 134 56 78 112
significant changes of organizational culture at the „Donetskoblgaz” enterprise will be appeared. The main task of enhauncement of organizational culture at the „Donetskoblgaz” enterprise is connected with financial and non-financial motivation of human resources. More employees should be involved in participation in the mangerial processes and leadership skills should be developed for different target groups of young employees. An important role should play informal and non-formal education of employees such as mentor
assistance, team work, trainings, etc. More transparent information policy should be implemented at different departments of „Donetskoblgaz”, it will improve image of this enterprise, motivation and responsibility of employees. Periodical sociological research at the „Donetskoblgaz” enterprise should be provided for monitoring of social needs and expectations of personnel, results of social monitoring of personnel should be used for development of social programs in framework of corporate social responsibility.
Table 15.
Results of evaluation of attractive sides of „Donetskoblgaz” enterprise by different occupation group of respondents
Occupation High wage Career Stability of Social Opportunity to
group development material status program have creative work
Yes No Yes No Yes No Yes No Yes No
Managers 17 40 14 43 44 13 39 1S 33 24
Specialists and
professionals 19 57 17 59 55 21 57 19 26 56
Workers 10 47 12 45 42 15 3S 19 19 3S
Total 46 144 43 147 141 49 134 56 7S 112
References
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2. Crowther D., Seifi S., Corporate Governance and International Business, Mille Bidslev&Ventus Publishing ApS, 2011. - 312 р. 3. Gomez C., The influence f environmental, organizational and HRM factors on employee behavior is subsidiaries: a Mexican case study of organizational learning // Journal of World Business. -2004. - № 2. - P 34 - 45. 4. L sgaard J., Organizatinal theory, Mille Bidslev&Ventus Publishing ApS, 2006. -26S р. 5. Lawrence P., Lorsch J., Organization and Environment - Managing Differentiation and Integration, Harvard University, Boston, 1967. - 326 р. 6. Mintzberg H., Organization Design, Fashion or Fit // Harvard Business Review. - 19S1. - № 3. - P 45 - 56. 7. Schein E., Organizational Culture and Leadership - a dynamic Review, Jossey-Bass, San Francisco, 19S5. - 3SS р.
KoCTrn Ю., Масс М., Дубровіна Н. Проблеми соціального та економічного розвитку на підприємстві „ДОНЕЦЬКОБЛГАЗ”
У статті подано результати дослідницького проекту, що базуються на вивченні соціального та економічного розвитку на підприємстві „Донецькоблгаз”. Проаналізовано тенденції економічного розвитку підприємства. Для аналізу соціальних процесів було розроблено анкету, що містить профіль респондентів та їхню оцінку корпоративних і організаційних компонентів культури в зазначеному підприємстві. Було виявлено чинники, що визначають стимули та особисті відносини, елементи культури ведення загального бізнесу і організаційної поведінки серед працівників різної статі, віку і професійних груп на підставі статистичного дослідження.
Ключові слова: підприємство, розвиток, персонал, соціологічне дослідження.
^стин Ю., Масс Н., Дубровина Н. Проблемы социального и экономического развития на предприятии „ДОНЕЦКОБЛГАЗ”
В статье представлены результаты исследователь-
ского проекта, основанные на изучении социального и экономического развития в предприятии „Донецк-облгаз”. Проанализированы тенденции экономического развития предприятия. Для анализа социальных процессов в этом предприятии была разработана анкета, содержащая профиль респондентов и их оценку корпоративных и организационных компонентов культуры в упомянутом предприятии. Были выявлены факторы, определяющие побуждение и личные отношения, элементы культуры ведения общего бизнеса и организационного поведения среди работников различного пола, возраста и профессиональных групп на основании статистического исследования.
Ключевые слова: предприятие, развитие, персонал, социологическое исследование.
Kostin Yu., Mass M., Dubrovina N. Problems of Social and Economic Development at the „Donetskoblgaz” Enterprise
The results of the research project based on the study of social and economic development at the „Donetskoblgaz” Enterprise are presented. The trends of economic development at the „Donetskoblgas” Enterprise are analysed. For analysis of social processes in this enterprise the questionnaire containing the respondents’ background and their estimation of components of corporate and organizational culture components at the mentioned enterprise was created. The various factors determining the motivation and personal attitudes to separate elements of corporate and organizational culture among the employees of different gender, age and professional groups were revealed on the basis of statistical research. By the results of the carried out research the priority tendencies and recommendations for the social and economic development at the „Donetskoblgaz” enterprise are revealed.
Key words: the enterprise, development, personnel, sociological research.
Received by the editors: 14.04.2012
and final form 20.11.2012
