International Scientific Journals
of Scientific Technical Union of Mechanical Engineering "Industry 4.0"

Locus of control is a central construct in personality psychology, used to investigate how individuals interpret responsibility for events and outcomes across different life domains, including the professional context. Originating from Julian Rotter’s social learning theory (1966), the concept distinguishes between internal and external orientations. Individuals with an internal locus of control tend to attribute success or failure to their own abilities, effort, and behavioral strategies, thus perceiving themselves as active agents capable of influencing their professional development. In contrast, individuals with an external locus of control attribute outcomes to external forces such as chance, fate, organizational constraints, or the actions of powerful others, which may limit their sense of personal agency and control at work.
The aim of this paper is to analyze the influence of locus of control within different types of work environments and to consider its implications for key psychological and organizational variables, including motivation, self-efficacy, job satisfaction, and individual performance. Empirical research consistently demonstrates that employees with a predominantly internal locus of control tend to exhibit stronger intrinsic motivation, greater persistence in the face of challenges, and higher levels of engagement with work tasks. These individuals often report more positive attitudes toward their job, higher performance evaluations, and better adaptability to organizational change. Conversely, a dominant external locus of control is associated with decreased motivation, lower perceived competence, and reduced overall job satisfaction.
The findings underscore that locus of control is a significant psychological factor shaping employees’ effectiveness, well-being, and capacity to adapt within contemporary work settings. As such, understanding its role can support the development of targeted organizational practices aimed at enhancing employee performance and resilience.

Locus of control is a construct used to explore and analyze individual’s personality traits in various environments. It is related to how people perceive responsibility for events in their lives and in а professional context. The present study investigates the manifestation and distribution of internal and external locus of control among technicians and engineers employed in a private company specializing in the repair and maintenance of gaming equipment. Locus of control, conceptualized as a stable psychological orientation reflecting individuals’ beliefs about the degree to which they can influence outcomes in their professional environment, is a key determinant of work behavior, motivation, and organizational adaptability. Using a structured survey based on a validated psychological scale, data were collected from employees occupying various technical and engineering positions. The results demonstrate a prevailing tendency toward an internal locus of control, suggesting that most participants perceive work-related outcomes as contingent on their own skills, efforts, and decisions. Statistical analysis reveals that a stronger internal orientation is positively associated with heightened personal responsibility, proactive problemsolving, and greater commitment to assigned tasks. Conversely, respondents with a more external locus of control report lower levels of autonomy and a higher reliance on external factors such as luck, organizational constraints, or management decisions. The findings underscore the importance of locus of control as a psychological resource that contributes to employee effectiveness, motivation, and resilience in dynamic technical work environments. The study highlights the practical implications for human resource management, including the potential benefits of fostering internal control orientations through targeted training, supportive leadership practices, and organizational policies aimed at enhancing employee empowerment.

The article presents the direction of development of contemporary human resource management and the use of the human potential in the defense system based on human–employee as the capital of modern organization.

The main issues considered in this paper are: spatial spread of innovations during a healthcare reform; social results of disproportions in healthcare development and their impact on human capital; capabilities of spatial redistribution of innovations.

In the article the approaches to the interpretation of the concept of "innovation potential", summarizes the components of the innovation potential of the knowledge economy. Attention is paid to tactical and strategic aspects of the study of innovative development and implementation of innovative enterprises in Ukraine. Analyzed key characteristics of the innovative development of its willingness to build a society basd on knowledge. Highlight factors that influence the formation of knowledge economy.

The aim of the article is to present the overview of the project “Processes, Goals, Competencies – Integrated Office Management” that introduced competence based management in public administration in Poland. The main goal of the project was to support offices of public administration in Poland in introducing new methods of management. The project had few stages which are described in the article. In the final part of the article the Author discusses future challenges of the project.

The maturing of markets and market relations lead to increased competiveness and consumer’s requirements as well as transform the quality as a factor of company’s success and survival. Increasing the human resource quality through using and applying appropriate methods and technics contributes to the organization stability. The human resources transformation into human capital is a basic condition for development of the enterprises. The survey is based upon own questionnaire through the employee in event management company. The results indicate that taking measures in accordance with the new good practices and motivation policies lead to positive changes and development of the company.