Human resource management (HRM) plays a critical role in shaping public administration by ensuring the efficiency, effectiveness, and adaptability of public institutions. In post-socialist European countries, HRM reforms have been central to broader public sector transformations aimed at increasing transparency, meritocracy, and efficiency. However, these reform processes are often hindered by institutional inertia, political influences, and resistance to change. This study examines how reform requirements and resistance to change influence the transformation of HRM practices in public administration across post-socialist European countries. Using a structured literature review approach, this study systematically analyzes peer-reviewed academic research published in quality journals indexed in the Web of Science database. A purposive and criterion-based sampling strategy was applied to select relevant studies that address HRM reforms, institutional challenges, and governance dynamics within the post-socialist context. Findings indicate that historical legacies, politicization, and institutional resistance remain significant barriers to the successful implementation of HRM reforms. This study also highlights that while legal and procedural adjustments have been made, many public administrations struggle with the practical application of reform policies due to entrenched bureaucratic cultures and limited professionalization of HRM functions. By providing a structured synthesis of existing research, this study contributes to a deeper understanding of HRM transformation in post-socialist public administrations. It also identifies areas wherein further empirical research is needed to explore potential strategies for overcoming barriers to reform.

The purpose of this study is to introduce Sustainable Socially Responsible Society 6.0 as a new concept that is supposed to extend ‘Corporate Social Responsibility’ to the entire society for humankind to gain a new chance to survive beyond the dangerous neoliberalism that abuses the market and democracy to the benefit of very few humans—the richest one percent and a few around them—and beyond Society 5.0. This study aims to define the framework conditions of ‘Well-being Society 6.0’, where humans can both achieve and define their targeted quality of life, including work–life balance, etc. Mulej’s Dialectical Systems Theory provides requisite (i.e., sufficient and necessary) integrity/holism of approach that leads to a Sustainable Socially Responsible (SSR) Society without overlooking the necessity of personal, including managerial, responsibility. Most humans try to satisfy their basic survival needs by management, which is requisitely holistic; it can and shall contribute to setting the framework conditions, foremost with non-technological innovation management. The Economy for the Common Good can contribute to SSR Society 6.0, including ‘Well-being society’. In addition, in 2019–2021 humankind is experiencing the ‘new Corona Virus’ crisis, killing millions, but also enabling a crucial step toward a well-being society by returning worldwide economic governance from neoliberalism to Keynes-based state capitalism with no loud objections.

The labor market is currently experiencing employees of four generations. Each generation has different behavior patterns, attitudes, expectations, habits, and motivational mechanisms. As generational gaps play an important role in the business process, organizations have to find ways to balance the needs and views of different age groups. To overcome the negative outcomes arising from generational differences and to use the strengths of each generation, the implementation of comprehensive and proactive model of intergenerational cooperation, presented in the paper, is becoming the necessity for each organization because of the benefits.

The main aim of this contribution is to outline the role and importance of key performance indicators in the frame of Industry 4.0 implementation. These key performance indicators are presented as a cornerstone for industry 4.0 implementation in organizational practice, since they represent key input for needed data in digitalized organization. In that framework, the contribution first exposes some of the essential characteristics of “Industry 4.0”, followed by the methodology of key performance indicators (KPI). Next, the contribution outlined a proposed methodology for implementing KPIs in frame of Industry 4.0 adoption in organizations. Another section of the paper is dedicatd to the linkage between corporate social responsilbty and KPIs in frame of Industry 4.0. The paper also outlines implications, limitations and further research directions are outlined.

This study aims to investigate the relationship between spiritual intelligence and work satisfaction among both leaders and employees. Most studies in this area have focused on researching the relationship between employees’ spiritual intelligence and work satisfaction, so we also researched the relationship between leaders’ spiritual intelligence and work satisfaction. Our leading thesis was that leaders and employees with a higher level of spiritual intelligence have a higher level of work satisfaction. In our study, we found no significant relationship between spiritual intelligence and work satisfaction for leaders, but we found a significant positive relationship between spiritual intelligence and workplace satisfaction for employees.

Job insecurity is a serious stressor in the work environment, with negative work-related outcomes. The effects of job insecurity strongly depend on the country’s economic condition. The present study investigated the relationship among job insecurity, job satisfaction, and the intention to quit as well as possible mediating variables (resources/recovery and stress). The samples of 251 Slovene and 219 Austrian workers were analyzed. The data indicated that job insecurity is related to higher stress and intention to quit as well as to lower resources/recovery at the workplace. Stress is an important mediator in the relationship between resources/recovery and job satisfaction as well as intention to quit. These relationships were found in both samples.