Badri Gechbaia
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Vegetable market: competitive advantages of Georgian product and competition challenges
Eter Kharaishvili
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Badri Gechbaia
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Gela Mamuladze
doi: http://dx.doi.org/10.21511/im.14(3).2018.02
The paper evaluates the level of competition on the vegetable market. Based on the analysis of the production development trends and resource potential, dynamics and ratio of export and import of agricultural products, including vegetables are presented; dynamics of self-sufficiency ratio of these products is studied; challenges of food security and competitive advantages of Georgian vegetables are identified.
The article concludes that the country has a significant potential for exporting vegetables both to the countries of Europe and Middle East. The paper discusses the factors that hinder export of vegetables; in addition, the ways for reducing dependency on seasonality, opportunities for the development of modern greenhouses and mechanisms for supplying goods to customers all year round are suggested.
On the basis of analyzing the level of competition on the vegetable market, vegetable business is considered as monopolistic. In addition, it is calculated that, currently, local vegetables products account for only 75% of the market.
The paper evaluates the outcomes of high market power caused by monopoly in vegetable business; the impact of market power on pricing mechanism and the welfare of population is determined. In accordance with the problems identified, conclusions are made and recommendations for solving these problems are suggested. -
Ways and characteristics of employee motivation in modern conditions
Badri Gechbaia
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Nino Tchilaia
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Ketevan Goletiani
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Zurab Muskudiani
doi: http://dx.doi.org/10.21511/slrtp.10(1).2020.05
Social and labour relations: theory and practice Volume 10, 2020 Issue #1 pp. 25-32
Views: 1533 Downloads: 1189 TO CITEAn effective human resource management system is a crucial factor for all organizations and institutions. In the light of modern development, it is obvious that improving the quality of service and gaining public trust is impossible without motivating employees, evaluating their performance, clearly defining duties and building an organizational culture. It should bo noted that Georgian companies lack well-defined human resource management policy. Moreover, in most cases it is limited to administrative procedures and is considered as an operational activity, despite the fact that everyone understands the importance of each employee in achieving organizational success. Among the various ways to achieve organizational goals, one of the most important is to increase employee motivation. Increasing employee productivity depends on proper choice of the form of motivation and its wise use. If a manager meets the expectations of all employees, in this case, employee motivation increases. which means that the level of employee satisfaction is high and the organizational goal will be fully achieved. All of the above and other important issues are researched and scientifically analyzed in this paper.
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Work engagement challenges of employed master’s students and directions for improvement: The case of Georgia
Ekaterine Gulua
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Tea Kasradze
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Zurab Mushkudiani
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Sopiko Mikabadze
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Badri Gechbaia
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Ia Jimshitashvili
doi: http://dx.doi.org/10.21511/ppm.24(1).2026.33
Problems and Perspectives in Management Volume 24, 2026 Issue #1 pp. 504-516
Views: 83 Downloads: 10 TO CITE АНОТАЦІЯType of the article: Research Article
Abstract
In Georgia, employed master’s students face a unique conflict between professional and academic roles, which can critically undermine their work engagement and performance. This study aims to identify the challenges to work engagement faced by employed master’s students in Georgia and to explore practical strategies for improvement. A cross-sectional, anonymous survey of 437 employed master’s students was conducted in the spring semester of 2023 across major universities in Tbilisi, Kutaisi, Batumi, and Telavi, ensuring national representativeness. Data were analyzed using SPSS Statistics via Pearson’s correlation, ANOVA, and regression analysis. The results quantitatively demonstrate that work engagement is strongly correlated with workplace learning opportunities (r = .702), supervisory responsibility (r = .704), and, most significantly, with high-quality supervisor communication (r = .989) and democratic management styles (r = .809). The study confirms that engagement is significantly higher when students feel their opinions are valued and when supervisors effectively communicate organizational goals. In conclusion, the findings provide empirical evidence that modifying workplace management practices, specifically by enhancing supervisory communication, adopting democratic styles, and offering developmental opportunities, can significantly improve the work engagement of employed master’s students. These insights offer clear directives for employers, universities, and policymakers seeking to better support this key demographic group.
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