Nowadays, when operating in an unstable
market, organizations in Bosnia and
Herzegovina (BiH) are also facing a continuous
outflow of qualified employees to the countries
of the European Union. In ...order to properly
respond to the challenges from the environment,
the organizations in BiH are forced to take
adequate measures so as to become competitive
in the market, which may prove to be difficult if
they do not retain skilled workforce. This paper
attempts to show that by implementing
appropriate human resource management
(HRM) practices and policies, organizations in
BiH can affect employee organizational
commitment, which will result not only in
market survival but also in increased
competitiveness, as the experience of the
organizations in the surrounding countries
shows that human resources is what gives these
companies a competitive advantage. The paper
aimed at examining the impact of
characteristics, organizational characteristics,
and HRM practices focused on performance
appraisal, job security, employee participation,
and career planning on employee
organizational commitment in BiH companies
with more than 50 employees in four sectors. The
empirical research was conducted on a sample
of 128 companies. The results show that when it
comes to employee organizational commitment,
HRM practices and policies bear more
importance than demographic and
organizational characteristics and that there is
a statistically significant positive impact of HRM
practices and policies on employee
organizational commitment.
The goal of this paper is to demonstrate the extent to which the quality of the leader-follower relationship, expressed by the LMX coefficient, affects the bank profitability. Banks characterised by ...a high level of LMX possess a successful social atmosphere and interpersonal relationships, which is reflected in the emotional support and willingness to share resources, knowledge, and information between employees. Such a relationship between leaders and followers contributes to creating favourable social atmosphere, significantly affecting the overall performance of banks. Empirical research presented in this paper uses the data collected from a business network of a specifically selected Bank. The data was collected via a modified version of the LMX-7 questionnaire, focusing on each branch of a selected bank. Concrete indicators were analyzed (such as net profit margin, ROA, and ROE), which helped establish a link between profitability and the degree of leader-follower communication exchange (measured by LMX coefficient). The results reveal that the applied leadership style directly impacted on the profitability of a selected bank, indicating that this finding could be used as input for management systems of similar financial institutions as well as a catalyst for further research in this field.
Modern companies’ business environments have become increasingly complex, dynamic, and uncertain as a consequence of globalization and the rapid development of information communications technology. ...Companies are urged to increase their flexibility in order to keep their competitiveness in the global market. The affirmation of intrapreneurship becomes one of the basic ways for achieving higher adaptability and competitiveness of large companies in the modern business environment. In this context, the choice of an organizational solution that improves the development of entrepreneurial orientation and increases employee entrepreneurship and innovativeness becomes an important task for large companies. Research studies and business practices have indicated that various types of modern organizational forms enable the development of intrapreneurship. Therefore, the main aim of this paper is to identify dominant characteristics of organizational solutions and analyse their influence on the development of intrapreneurship in large companies in Bosnia and Herzegovina (BiH). The research results indicate that current organizational characteristics are not favourable for the development of intrapreneurship in large BiH companies and that improvement is necessary in order to create an enabling environment for intrapreneurship and innovativeness. Based on these findings, recommendations for appropriate organizational changes are presented that might result in a more intensive development of intrapreneurship in large BiH companies.
Due to continuous and radical changes in the contemporary business environment, compa nies now need to search for new modalities for a strategic positioning in the global market. New ways are sought ...to build and preserve competitive advantages, thus recognising that knowledge and learning are the key factors of success in the new economy. As a consequence, there is a need to give an ever-growing importance to human resource management in modern companies. Employees and their knowledge are the cornerstone of building competitive advantages only if their performance is at a desired level, which indicates that job performance management is one of the important managerial tasks. Employee performance is influenced by a multitude of factors, most of which are related to job design. Therefore, this paper aims to analyse the dimensions of organisational structure as an important determinant of job design in the companies in Bosnia and Herzegovina (BiH). The research covered 120 BiH companies, taking into account territorial and business dispersion. The main results of the research are reflected in the understanding of the relationship between the number of employees and the size of company, as well as in the fact that the increase in the number of employees in the company results in the decrease of the number of employees with a university degree compared to employees with high school degree. It should be emphasised in particular that the results of this paper show that within the analysed companies in BiH, the most frequent is the functional organisational structure and that BiH companies are dominated by a bureaucratic/mechanical job design approach that has a negative effect on the achievement of employees' work performance.
When companies sell goods/services, they may request cash prior to or at the delivery or they may offer deferred payment. The decision on credit policy is a trade-off between the benefits gained from ...increased sales and the costs of approving credit. Based on the appropriate analysis of reports, controlling should help the management to bring such business decisions aimed towards customers and to take all the necessary measures for obeying the appropriate legal regulations.This way, controlling may influence better liquidity of a company, which includes faster cash turnover, payment to its suppliers, lower outstanding accounts, and better profitability. Apart from the general importance of controlling credit sales and collection of receivables, the article examines the position and the role of controlling in the companies operating in wood processing as the fastest growing industry in Bosnia and Herzegovina.
Contemporary business environment generates hyper changes and hyper competition, which is why enterprises are challenged to search for new sources to preserve and build competitive advantage in the ...global marketplace. In the theory and practice of management, the general view is that people and their knowledge are becoming a fundamental value in modern enterprises, and that successful human resource management is an important determinant of competitiveness. However, the importance of having specific knowledge and skills in the enterprises in Bosnia and Herzegovina (BiH) is still not recognized and human resources of these enterprises are not treated in accordance with their importance. Therefore, the objective of this paper is to point to the state and prospects of human resource development in the enterprises in BiH in the context of improving their competitiveness. This paper includes the results of one part of the empirical research covering 120 enterprises from BiH. The research was conducted in order to identify and analyze the situation in the field of key phases of human resource management in these enterprises (job analysis, human resource planning, management and selection of human resources, training and human resource development, evaluation of work performance, selection and implementation of the reward system, and management of human resource fluctuation). Based on the results, it can be concluded that the human resource management in these enterprises is underdeveloped when viewed as a special managerial function or business function, but also when treated as a separate modern business orientation in which people and their knowledge are the key value in the enterprise. The study results also show inadequate organizational treatment of human resource management in the enterprises in BiH, considering that managers’ awareness about the importance of establishing a department of human resources in these enterprises is still not sufficiently developed.
Contemporary business environment generates hyper changes and hyper competition, which is why enterprises are challenged to search for new sources to preserve and build competitive advantage in the ...global marketplace. In the theory and practice of management, the general view is that people and their knowledge are becoming a fundamental value in modern enterprises, and that successful human resource management is an important determinant of competitiveness. However, the importance of having specific knowledge and skills in the enterprises in Bosnia and Herzegovina (BiH) is still not recognized and humanresources of these enterprises are not treated in accordance with their importance. Therefore, the objective of this paper is to point to the state and prospects of human resource development in the enterprises in BiH in the context of improving their competitiveness. This paper includes the results of one part of the empirical research covering 120 enterprises from BiH. The research was conducted in order to identify and analyze the situation in the field of key phases of human resource management in these enterprises (job analysis, human resource planning, management and selection of human resources, training and human resource development, evaluation of work performance, selection and implementation of the reward system, and management of human resource fluctuation). Based on the results, it can be concluded that the human resource management in these enterprises is underdeveloped when viewed as a special managerial function or business function, but also when treated as a separate modern business orientation in which people and their knowledge are the key value in the enterprise. The study results also show inadequate organizational treatment of human resource management in the enterprises in BiH, considering that managers’ awareness about the importance of establishing a department of human resources in these enterprises is still not sufficiently developed.
The research on "Socio-economic consequences of young people leaving Bosnia and Herzegovina" aimed to locate, analyze and determine the reasons, motives and reasons for leaving their homeland and ...going to other destinations on the planet, focusing on the socio-economic consequences of these departures. The authors focus on the analysis and interpretation of theoretical and empirical knowledge about the consequences caused by the departure of young people from Bosnia and Herzegovina. Starting from the multidimensionality of the problem of young people leaving Bosnia and Herzegovina, which requires the identification of factors at the individual, family and social level and which contribute to this phenomenon, the research focuses on individual, endogenous and institutional factors that cause young people to leave Bosnia and Herzegovina. the consequences that the departure of young people brings with it. The following methods and techniques were used in the research process: content analysis, questionnaire, interview, case study, survey and statistical method. A stratified sample was used for the sample, taking into account the proportional and territorial representation of young people. The research included 3000 young people who were from 18 to 29 years old in the research period. The research conducted in Bosnia and Herzegovina in the period 2019 and 2020, showed that there are several reasons, factors and causes why young people leave BiH and that young people, aged 18 to 29, are represented by 69% of the total the number of those leaving, while 31% belong to other age groups. Based on the obtained results, we advocated for the implication of considering the negative effects of social factors on the socio-economic causes of young people leaving Bosnia and Herzegovina.
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