Relationships Between Psychological Climate Perceptions and Work Outcomes a Meta-analytic Review

Introduction

If nepotism and favouritism are a natural phenomenon (Salter, 2002; Rice et al., 2010; Salter and Harpending, 2013), and then perhaps it is not worth information technology for organisations to fight it at all. On one mitt, fifty-fifty though nepotism and favouritism are often evaluated negatively, some authors see their benefit in the context of social connections. For instance, Spranger et al. (2012) claim that some organisations can function successfully at a sure level of nepotism which does non harm the organisation's understanding of justice, while Jones and Stout (2015) think that "social connections in some crony relationships and manifestly nepotic ones may add considerable value to organisations" (p. 2). Other authors note that social connections can be beneficial in the context of employment (Horak, 2018), they take a positive impact on i'due south attitude toward work (Song and Olshfski, 2008), and can bring benefit to the performance results of family unit business companies because of organisational social majuscule (Schmid and Sender, 2019). Moreover, Hildreth et al. (2016) researched the connections betwixt ethical behaviour and the loyalty associated with nepotism. Their study showed that individuals who were more loyal to their fraternities and study groups were deceitful less frequently than their less loyal colleagues. The results of another written report demonstrated that such connections help one create a psychological contract and motivate ane more to maintain respect toward one's director, which satisfies the interests of both the manager and the subordinate (Shaheen et al., 2019).

On the other hand, numerous authors are sceptical toward the beingness of nepotism and favouritism in organisations based on the evidence of their negative touch on on the organisation's activities (east.yard., Haugen and Westin, 2016; Elbaz et al., 2018; Bilal et al., 2020). Admitting that nepotism and favouritism helped increase the possibilities of survival or reproduction in the procedure of evolution, Li et al. (2018) claim that modern contexts are very different from the environment which existed during the development of the humans' psychological mechanisms. While Pearce (2015) does compliment Jones and Stout'due south (2015) contribution to the explanation of nepotism's function, he associates the positive conclusions with insufficient evaluation of evidence. According to the writer, non all employees are capable of transparently avoiding the force per unit area of obligations to family, while patronage based on simple actress organisational personal relations is very dangerous. It is thought that what is considered a virtue or a hazard is highly dependent on the perspective from which it is seen, due east.g., dissimilar participants, different organisational and societal level (Haugen and Westin, 2016, p. 84). Furthermore, it is noted that, depending on the civilisation and its values, the evaluation of nepotism itself differs as well (Im and Chen, 2020).

Although there is no abundance of studies that would systematically research the connection between organisational climate and nepotism and favouritism, a look at individual variables of organisational climate reveals rather contradictory research results. For example, while the friendliness of employees and managers itself is associated with a potent organisational climate (Herman et al., 2008), the non-beneficiaries experience a sense of insecurity (Neckebrouck et al., 2018; Arasli et al., 2019). Though paternalism can turn into nepotism, a study by Erben and Güneşer (2008) uncovered that chivalrous paternalistic leadership had a "moderate effect on affective commitment but a strong effect on constancy commitment" (p. 966). Yet, another study showed that while nepotism was negatively associated with satisfaction about one's job, it did non have pregnant influence on emotional obligation (Daskin et al., 2015). Thus, evidently, there is a need for a systematic perspective, i.e., to evaluate how nepotism and favouritism are related to individual variables of organisational climate. It should also be noted that so far there is lilliputian data on how these phenomena pertain to these variables in organisations operating in Eastern and Key Europe (Sroka and Vveinhardt, 2020). Therefore, the aim of this study is to decide the touch of nepotism and favouritism on organisational climate.

Theoretical Background

Organisational Climate

Organisational climate is named as 1 of the nigh important aspects of the organisational environment, which is directly related to employee behaviour (Berberoglu, 2018). From the standpoint of Glisson and James (2002), these are perceptions of individuals, describing the work surroundings, which can exist generalised. In other words, these perceptions reflect a common attitude to the organisational policy and procedures (Sethibe and Steyn, 2016). According to Ostroff et al. (2012), the original Lewinian footing for climate has been expanded to include theoretical perspectives on interactivity and cognition. In other words, climate was understood as a fix of descriptions of organisational features, events, and processes based on perceptual principles (p. 651). Based on climate research, Anderson and West (1998) distinguished at least 2 approaches. The first, the cerebral schema arroyo, defines climate as individuals' constructive representations. The 2nd, the shared perceptions arroyo, expresses a mutual understanding of the arrangement's policies and practices, procedures. Meanwhile, the "interactive" approach includes interaction between group members as a fundamental determinant of the organisational climate (Moran and Volkwein, 1992).

Behaviour of Managers

As the climate affects the interaction between management and employees (Momeni, 2009; Rostila et al., 2011), depending on the prevailing leadership style, different emotional and behavioural reactions of employees tin be expected (Koene et al., 2002; Işçi et al., 2015). For example, the evolution of a caring climate has a direct impact on job satisfaction and positive work outcomes (Fu and Deshpande, 2014), while a poor organisational climate can be linked to calumniating supervision, which causes stress, psychological distress, and silence for employees (Zhang and Bednall, 2016; Park et al., 2018; Wu et al., 2018). However, the quality of the managers' conduct does not only directly affect them. Richard et al. (2020) found that calumniating supervision promotes assailment among power-oriented individuals when the human resources support climate is weak. This leads to conflicting behaviour, creating an additional negative issue that makes employees experience insecure. The sense of security provided by an temper of trust and support (Anderson and West, 1998) is as well associated with close monitoring (Rietzschel et al., 2014), but the reactions to it vary depending on personal characteristics. For example, close monitoring had negative effects on job satisfaction and motivation for employees who tended to take greater autonomy, whereas those with less autonomy were non affected (Rietzschel et al., 2014).

Organisation'south Assessment

Climate expresses the employees' attitude toward organisational circumstances and how they reply to psychological interests related to personal well-beingness (Jones and James, 1979; Rostila et al., 2011; Schneider et al., 2013). Employees look fair compensation from the organisation for their contributions, and so perceptions of procedural justice and advantage relate to the employees' role performance (Chen et al., 2016). A study by Shih and Chuang (2013) showed that fair evaluations and compensation systems can exist useful for an organisation to demonstrate compliance betwixt obligations and rewards. When employees realise that the employee-caring organisational climate covers all employees, they also adapt more hands to cleaved promises, if the latter are unavoidable.

In addition, a meta-assay by Zohar and Luria (2005) confirmed that the overall arroyo to piece of work acts every bit a mechanism, partly explaining the human relationship between the blazon of competing values framework climate and the results of work. Although values are unremarkably studied in the context of organisational civilization, Schneider et al. (2013) believes that climate researchers tin can evaluate non only policies, practices, and procedures, but likewise values. This is what they can mean to members of an arrangement and how they are conveyed.

Employee Interrelationships

Studies show that employees' perceived safe and psychological well-being are strongly linked to an arrangement's ability to ensure salubrious employee-to-employee procedures (Dollard et al., 2017; Einarsen et al., 2018; Nielsen and Einarsen, 2018). Articulate management procedures allow employees to experience a sense of definiteness and security. For example, ethical leadership has been found to reduce incertitude past creating a psychologically secure climate for members, thereby encouraging them to act creatively, whereas quality communication and information sharing creates a favourable environment for the smooth pursuit of the organisation's goals (Anderson and Due west, 1998). In improver, employees feel prophylactic when they perceive that they volition not exist alienated, co-workers respect their views and competence, are interested in them as individuals, and are able to resolve conflicts constructively (Edmondson, 1999). Meanwhile, interpersonal conflicts are associated with perceptions of common incompatibility, irritability, and frustration in relation to co-workers (Jehn and Mannix, 2001). According to them, members of teams that have a perfect conflict profile possess similar predetermined value systems, a high level of trust and respect, and norms of open discussions related to conflicts.

Internal Policy and Norms of Behaviour Inside an Organization

On the ane hand, respect for co-workers and tolerance of individual differences (health, gender, race, etc.) are associated with lower levels of stress (Matt and Butterfield, 2006), wellness and well-being (Harris et al., 2018), on the other paw, the ability to tolerate is associated with the employee's own high levels of emotional stability (Beus et al., 2015). Nonetheless, whether negative attitudes toward "dissimilar" persons turn into violent acts depends on the policy of the organisation that tolerates discrimination (Vogt et al., 2007; Harris et al., 2018). Studies show that an organisation'south antidiscrimination climate, which includes receiving complaints, dealing with complaints and sanctions, can protect against negative actions (Tenbrunsel et al., 2019). In addition, according to Dickson et al. (2006) a general arroyo toward the policies, practices and norms of an organisation that refer to mechanistic or organic organisational forms makes information technology possible to evaluate the arrangement's approach and perception of the organisation's form.

Nepotism, Favouritism, and Climate

Although traditionally nepotism is perceived as a demonstration of favouritism toward family unit members during the recruitment process or during promotion (Pelletier and Bligh, 2008, p. 828), some authors associate this miracle with discrimination (east.g., Jones et al., 2008; Erden and Otken, 2019; Hoang and Huynh, 2020). That is, with the brake and inequality of opportunities for some employees, which is based on certain social norms, when one group is shown favour and patronage, the balance perceive information technology every bit unjust behaviour. Colquitt et al. (2001), summarising many studies, notes, what is called right is based on a subjective understanding of fairness and distinguishes two types of justice.

The offset type is defined every bit fairness of outcome distributions or allocations, whereas the second one is described every bit fairness of the procedures used for outcome distributions (p. 425). If employees perceive that the procedures and policies used by the system are non applied to everyone in a uniform and consistent manner, a negative mental attitude toward the integrity of the organisation develops (Mohammad et al., 2019). Studies bear witness that perceived dishonesty and injustice of an organisation are associated with both loftier levels of nepotism and favouritism (Dickson et al., 2012; Sonnentag, 2012; Jones and Stout, 2015) and a poor organisational climate (Shin, 2012; Chernyak-Hai and Tziner, 2014). In addition, a report by Daskin et al. (2015) revealed that nepotism equally an organisation climate variable was associated with intrinsic motivation. External motivation is defined every bit the performance of an activeness due to the utility of its perception toward instrumental and functional value, whereas internal motivation is divers as the performance of an action for pleasure associated with satisfying different psychological needs (Li and Wen, 2019, p. 3).

Materials and Methods

Sample

The concept of this quantitative enquiry was based on studies of organisational climate, nepotism, and favouritism that were conducted previously in different countries. Notwithstanding, to the authors' knowledge, until at present, the connection between organisational climate, nepotism, and favouritism has but been researched according to separate variables, which highlighted the demand for a systematic perspective. Research shows that nepotism and favouritism is a rather frequent phenomenon in postcommunist countries of Central and Eastern Europe (eastward.chiliad., Onoshchenko and Williams, 2014; Ignatowski et al., 2019); for this reason, research was conducted past surveying persons who work in organisations of Lithuania.

Procedures

Research was conducted using the method of random sampling by presenting the respondents with an online questionnaire form. The questionnaire was restricted from repeated filling-in; it was also not possible to submit an incomplete questionnaire, which served equally protection against skipped questions. The respondents received explanations of the goal and ethics of the research, and they were guaranteed anonymity and confidentiality. As this study is exploratory, its main purpose was to test the questionnaire in a relatively small sample. Therefore, the sample size is based on Comrey and Lee's (2016) proposed graded calibration of sample sizes for scale development, according to which the sample is considered fair when it includes 200 respondents, and the sample is considered practiced when it includes 300 respondents. In this case, our sample falls between the categories of off-white and good; i.east., the survey included 269 respondents.

Measures

The survey was conducted in Republic of lithuania using the questionnaire "Nepotism and Favouritism in the Context of Revealing the Organisational Microclimate" (NFOM). The questionnaire's initial version NFOM-125 encompassed 125 statements in total, 44 of which were defended to diagnosing nepotism and favouritism, while the remaining ones were for diagnosing the climate. The questionnaire's initial version NFOM-125 consisted of 4 scales and 15 subscales. This version of the questionnaire, which is shortened, includes iv scales, 12 subscales, and 114 statements, 39 of which are dedicated to diagnosing nepotism and favouritism. The questionnaire's psychometric characteristics have been tested both in its full version (NFOM-114 items), and after separating the statements on nepotism and favouritism from the statements on climate (N&F-39). Significantly, the questionnaire has been found to have loftier psychometric reliability characteristics. For instance, in the questionnaire "Nepotism and Favouritism in the Context of Revealing the Organisational Microclimate," the Cronbach's alpha values ranged between 0.77 and 0.94, whereas Spearman-Brownish values, which are typically lower, ranged between 0.68 and 0.92. This demonstrates loftier internal compatibility and stability of the scales. Slightly lower, just nevertheless high internal compatibility and stability of the scales was as well demonstrated by the exam of the questionnaire "Nepotism and Favouritism in the Organisations."

Results

The study involved working respondents aged from xviii to retirement age, the majority of whom were persons under 40 (83.6%). Ii thirds of respondents have worked in their current workplace for 1–7 years, the bulk (74%) have had higher didactics. Men constituted 26%, and women, 74% of the total report sample. Almost two thirds of the respondents (65.iv%) were employed persons aged nether 30, many of whom were born later the reestablishment of the country'due south independence. Four-fifths of the respondents had already acquired college education degrees, whereas about a one-half had worked for longer than 3 years, i.e., had sufficient work feel. Notably, well-nigh of the respondents worked in local capital companies, which demonstrates national tendencies in the capital construction and management traditions.

Considering the interaction between climate, nepotism, and favouritism at the calibration level, correlation links that differ in strength just in all cases are statistically meaning can exist seen. In this case, 2 scales of nepotism and favouritism distinguish themselves. For example, potent relationships (0.6 < r < = 0.8) were found between factors related to behaviour of managers, monitoring and security, and organisational microclimate (FRBM r = 0.674, p < 0.01; FROA r = 0.679, p < 0.01; FREI r = 0.685, p < 0.01) as well every bit between factors related to employee interrelationships and all factors of organisational microclimate, where the highest value is (FREI; r = 0.771, p < 0.01, whereas the relatively lowest, FRIP r = 0.654, p < 0.01). Meanwhile, moderate correlations exist betwixt factors related to the system'due south cess, factors related to internal policy and norms of behaviour within arrangement and all factors of organisational microclimate (Table 1). A more detailed view is revealed at the subscale level (Table 2).

Table 1. Correlative links between climate, nepotism, and favouritism (at scale level) (Northward_min = 269; N_max = 269).

Table ii. Correlative links betwixt climate, nepotism, and favouritism (at subscale level) (N_min = 269; N_max = 269).

Chiefly, only the view from the organization's perspective has weak links to most all subscales of the organisation's climate, while the supervisors' and employees' behaviour every bit well as their interrelationships stand out the most. In this case, strong correlative links have been identified betwixt the subscale of manager'southward behaviour and relationships with employees, which represents nepotism and favouritism, and such climate subscales equally communication and information sharing (r = 0.649, p < 0.01), the managing director'due south behaviour and relationships with employees (r = 0.657, p < 0.01), and fears related to the lack of certainty and security (r = 0.672, p < 0.01). Moreover, it was constitute that employee behaviour and interrelationships (nepotism and favouritism) have potent correlative links to communicative environment (r = 0.658, p < 0.01), management behaviour (r = 0.675, p < 0.01), the quality of the employees' own interrelationships (r = 0.666, p < 0.01), and incompatibility of interests, views, and goals (r = 0.711, p < 0.01) (Tabular array 2). Nevertheless, the ways in which nepotism, favouritism, and climate affect ane another are demonstrated past the results of regression assay (Table 3). The results of the validation show not merely that the variables representing nepotism and favouritism (except for achievements and evaluations and view from the arrangement's perspective, whose statistical reliability has not been confirmed) collaborate with the climate (r = 0.830), but also that the climate influences nepotism and favouritism (r = 0.831). The value of the coefficient of determination r ² = 0.689 shows that 68.9% of changes in the dependent variable organisational microclimate are determined by changes in the independent factors of nepotism and favouritism. Organisational microclimate affects nepotism and favouritism likewise very similarly (r ² = 0.691). Thus, it can be ended that all independent variables explain equally much as 69.1% of the role of dispersion of the dependent variable. It should be noted that in the latter case, the impact of such factors as the manager'southward behaviour and relationships with employees, supervision, monitoring, and checking of activeness and responsibility, achievements and evaluations, values and traditions, communication and information sharing, employee behaviour and interrelationships, confrontation of conflicting interests, attitudes and objectives was not statistically significant (Table three).

Tabular array three. Links between organisational climate, nepotism, and favouritism.

To decide which of the variables have impact on the climate as well equally nepotism and favouritism in organisations, ii regression equations were created.

OM = 0.512 + 0.180 × MB-N&F + 0.103 × VT - N&F + 0.153 × CI - N&F + 0.285 × EB-North&F + 0.145 × TD-N&F.

The following variables were highlighted every bit having significant affect on the climate in the system: manager's behaviour, safety and relationships with employees, values and traditions, communication, data sharing, employee behaviour and interrelationships, and tolerating "unlike" persons. When these variables are improved, while the other remaining ones practice not modify, the climate in organisations is improved, and vice versa. Still, it must be noted that their bear upon varies. For instance, the strongest impact can be expected when employee behaviour and interrelationships are improved, likewise when changes are introduced in management and the managers' relationships with employees.

$$N\&F=0.705+0.090\times CS+0.194\times ED+0.202\times UP+0.145\times TD.$$

Iv variables have been determined to have a significant influence on the diminishment or increase of nepotism in an arrangement. They are fears related to the lack of definiteness and safety; organisation being joined by persons who share common interests; unity; and tolerance of "different" persons. When these variables increment (improve) individually, whereas the other remaining variables do non change, the state of affairs related nepotism and favouritism "improves" (i.e., expression of nepotism and favouritism weakens, or at least, does not increase) and vice versa. In terms of strength of impact (from strongest to weakest), in this case, standing out the most are employee groups who share common interests or views and the procedures of employees entering the organisation, working, and exiting the organisation that can be perceived equally biassed toward separate individuals.

Discussion

Good organisational climate, which manifests equally private perception of the working environs, is vitally important for the shine operation of organisations (Parker et al., 2003; Alwaheeb, 2020; Beus et al., 2020). Even so, manifestly, it is impossible to avoid piece of work with relatives and the influence related to this during recruitment (Holm et al., 2017); therefore, these processes must be monitored, and the means must be sought to reduce the negative impact (Horak, 2018). Neill et al. (2019) accept specified that managers who seek employees to be more committed and identify themselves with the arrangement have to exist sincere and create an atmosphere based on trust, whereas Arasli et al. (2019) revealed that favouritism is related to the violation of the psychological contract and unsafe work climate. Our study shows that nepotism and favouritism are mutually related to climate. Employees react sensitively to biassed behaviour of managers when greater favour is shown toward family members and favourites in the internal processes of the system. Importantly, the persons that are labelled every bit nepots and favourites by the employees stand up out from other members of the arrangement and are treated in hostile manner as "others." The view that these persons tin receive exceptional favoured handling from the managers encourages others to monitor them closely. The marked persons are perceived as a group which shares specific connections, carries a threat to personal interests of the non-beneficiaries, and causes the feeling of insecurity. This confirms the results of other research which indicate that nepotism and favouritism are a significant factor which promotes mistrust and insecurity (Daskin, 2013; Arasli et al., 2019). Even so, our research shows that negative reactions to the group of individuals labelled as nepots and favourites may as well be related to subjective prejudices; therefore 1 cannot reject the touch of rising discriminatory tendencies on the climate due to the intergroup competition related to the organisation's resource. For example, Abbink and Harris (2019) have determined that closeness in the group, which tin can be encouraged only by labelling, is the main driving force of group favouritism, whereas discrimination outside the group is determined past social distance, conflicts, and contest between dissimilar groups. Moreover, Dağli and Akyol (2019), who researched favouritism in education organisations, drew attention to the fact that the existence of groups with different interests stimulates the emergence of discrimination, inequality, or injustice. All of this demonstrates that nepotism and favouritism are a two-manner discrimination: showtime, the privileges granted to groups that share specific connections are perceived equally discriminating against the group which is not favoured; second, the grouping which sees itself as disadvantaged harbours prejudices against the favourites. Likewise, as shown past the results of correlation and regression analysis, intergroup tension is significantly influenced past the shortcomings of the organisation's internal communication, which prevent ane from achieving the sense of greater definiteness and security. In such a case, both real and imagined threat of nepotism and favouritism tin have an impact.

According to Herr et al. (2018), the perception of injustice when making decisions is divers equally justice climate, which is determined past individual distress or even somatic disorders. The results of our research evidence that the procedures of recruitment, career, and dismissal are one of the areas in which meaning risk of nepotism and favouritism emerges. When these procedures are evaluated subjectively equally more favourable toward persons with connections, they go a source of perception of injustice. For this reason, the impact of nepotism and favouritism on the climate can be described based on the perspective of procedural justice (Colquitt et al., 2001; Tremblay et al., 2010; Chernyak-Hai and Tziner, 2014; Jones and Stout, 2015; Hudson et al., 2019).

Applied Implications

The results of this study have several consequences on the practice of organisational management because they demonstrate the areas of the organisation's activities and the mistakes that influence the negative climate. Co-ordinate to Shen et al. (2019), the employees who perceive themselves every bit less valued and respected every bit others may reduce their contributions in the organisation. However, even if the employees do not directly associate their achievements and evaluations with the management'due south biassed favour toward nepots and favourites, the procedures related to entering the organisation, career, and exiting the organization crave special attention from the managers. The procedures' transparency and honest application to all employees also as managers' ethical behaviour and constructive advice policies can serve to subtract intergroup tension and create a positive climate. Such policies can strengthen the employees' sense of definiteness and safety, and eliminate the reasons for the emergence of hostility confronting persons who are related to the managers. Due to this, even in the cases when employment of relatives is unavoidable, the negative impact tin be reduced.

Conclusion, Limitation, and Future Research

This research fills the gap in the cognition on the connections between climate in organisations and nepotism and favouritism, while drawing attention to the mutual interaction between these phenomena. The authors of the research sought to nowadays the empirical contribution while describing which components of the organisation's climate accept an influence on the expression of nepotism and favouritism. The obtained results back up the view that nepotism and favouritism have a negative effect on the organisation's climate, just this effect is not unambiguous. Moreover, several important factors were singled out that are related to favour toward relatives and that cause intergroup tension, whose regulation could reduce the negative impact of nepotism and favouritism on the climate. Even though nepotism and favouritism are considered as a natural phenomenon, the view is maintained that its bear on on climate in the arrangement can be managed.

Limitations

Almost of the respondents in this study were persons who are aged up to 40 and accept higher university and non-university education. Teaching may have had an affect on the questionnaire's better understanding, though the results practice not fully reflect those areas of professional activity that accept lower education requirements. The fact that the inquiry was conducted in a single country limits the possibility of wider conclusions. In addition, every bit homogeneous groups have not formed, no calculations were performed in this study not only by education, merely also by age, seniority, and the origin of corporate capital. However, it cannot be ruled out that these variables could have had certain influence, as the enterprise's policy with regard to nepotism and favouritism depend on both the attitude of the owners of the enterprise itself and the traditions established in that land (e.k., Safina, 2015; Vveinhardt and Sroka, 2020). Nepotism and favouritism may depend on variables such equally gender, age, or pedagogy of employees (Sandström and Hällsten, 2008; Akuffo and Kivipõld, 2019; Gorji et al., 2020). For this reason, for instance, the responses of women (74%) could have influenced the discrimination variable due to managers' poorer mental attitude toward them (Sandström and Hällsten, 2008); therefore, boosted enquiry would be useful in the future. Despite the said limitations, the main focus of our work was to demonstrate how the existence of nepotism and favouritism affected or did not touch private variables of the organisational climate in general.

Future Research

Aside from the fact that nepotism and favouritism indeed usually manifest in recruitment processes (Padgett et al., 2019), i cannot also turn down the additional influence of prejudices, which is related to the views prevalent in society. For this reason, it could be meaningful to conduct a more detailed examination of the extent to which prejudices have influence on views toward nepotism and favouritism and how they affect the climate. Interestingly, the respondents reacted very sensitively to the processes of entering the system, leaving information technology, and rising the career ladder, even though the employee assessment procedures were non significantly related to climate. Due to this, these problems could exist researched in more item. Future research should too assess the role of the origin of the enterprise's uppercase; i.eastward., shareholders' role, in shaping the policy of these enterprises with regard to nepotism and favouritism. It is appropriate to perform the analysis of demographic variables, determining how the mental attitude of dissimilar generations of employees to the patronage of relatives and favourites differs or coincides.

Directions for Hereafter Inquiry

For hereafter research, the questionnaire is planned to be shortened and translated to the languages of the neighbouring countries, while surveys are planned to be conducted in target groups, and re-testing is intended to be performed later.

Information Availability Argument

The raw data supporting the conclusions of this article will be made available past the authors, without undue reservation.

Ethics Statement

Ethical review and approval was not required for the written report on human participants in accordance with the local legislation and institutional requirements. Written informed consent for participation was not required for this study in accordance with the national legislation and the institutional requirements.

Author Contributions

JV contributed to formulation and design of the report and performed the statistical assay. JV and RB wrote the first draft of the manuscript and wrote sections of the manuscript. All authors contributed to manuscript revision, read, and approved the submitted version.

Disharmonize of Interest

The authors declare that the inquiry was conducted in the absence of whatsoever commercial or financial relationships that could be construed every bit a potential conflict of interest.

Publisher'south Note

All claims expressed in this article are solely those of the authors and practise not necessarily represent those of their affiliated organizations, or those of the publisher, the editors and the reviewers. Any production that may exist evaluated in this article, or merits that may be fabricated past its manufacturer, is not guaranteed or endorsed by the publisher.

Acknowledgments

Nosotros thank Loreta Petrauskaitė for her assistance in data acquisition and cleaning.

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