The aim of this paper was to examine the role of organizational justice and leadership behavior orientation in predicting job satisfaction by focusing on three organizational justice dimensions (distributive, procedural, and interactional justice) and two leadership behavior orientations (task and relations-oriented behaviors). The empirical research was conducted in Croatia, during 2019. The research sample included 298 participants. Hierarchical regression analysis was conducted to empirically test proposed hypotheses focusing on organizational justice and leadership behavior orientation as predictors of employees’ job satisfaction. Research results showed that interactional justice, distributive justice and relations-oriented leadership behavior have an almost equally powerful impact on job satisfaction. Those variables are based on social relations, which revealed the importance of connections among people and social interactions for job satisfaction development. Additionally, findings suggested that procedural justice and task-oriented leadership behavior did not affect employees’ job satisfaction. These results additionally bring social interactions in the focus of job satisfaction development. A better and more in-depth understanding of these links allows management to be efficient in rapidly changing organizational circumstances to stimulate employees to work effectively. Therefore, in order to enhance employees’ job satisfaction, managers need to create a working environment that is friendly, honest, and encouraging. They have to pay attention to relationships with their employees, providing them the perception of justice, respect, and trust, as well as motivation in everyday activities. Upcoming lines of research should put effort into further exploration of this cognition, by exploring some other social relations variables and their mediational impact on job satisfaction.

This research examines the relationship between unpaid care work, financial well-being, and stress levels among women during the COVID 19 pandemic. The pandemic caused downturns in the economies of countries around the world and led to uncertainties...

This study examines the relationships between societal cultures and preferred leadership behaviors across seven Slavic nations: Bosnia and Herzegovina, Croatia, the Czech Republic, North Macedonia, Poland, Russia (in two regions), and Serbia. The results depict variations in the associations between cultural dimensions and leadership behaviors within the Slavic context, revealing both consistent patterns and intriguing differences across countries, underscoring their cultural diversity. The obtained results contribute to the field of cross-cultural leadership and provide deeper insights into leadership dynamics within Central and Eastern European countries.

This article investigates the determinants of women’s additional unpaid work during the specific circumstances of the COVID-19 pandemic lockdown. Apart from the influential factors usually investigated in the standard model of unpaid work, we contribute to recent research by including variables such as financial literacy and family financial fragility. Pandemic lockdown altered the normal functioning of families and created financial uncertainty. Thus, we hypothesised that women’s financial literacy and family financial fragility influenced women’s decision to take on less or more unpaid work and could alter the division of unpaid work between women and other family members. We employed real-time individual-level data from the survey that we conducted during the second lockdown restrictions in January and February 2021. Croatia is an interesting case to investigate unpaid work determinants because although it has joined the E.U. and accepted positive legal aspects of gender equality, conservative gender norms still dominate there. The results revealed that women’s financial literacy negatively affects women’s willingness to take on more unpaid work while the deteriorating family financial situation in the pandemic has a positive effect.

This paper examines Croatian national culture value dimensions, employee leadership behavior preferences, and their relationships. The analysis confirms Croatia’s cultural homogeneity revealing no statistically notable cultural difference between its two main regions (Adriatic and Continental Croatia). The research highlights cultural inclination towards Individualism, indicating a value for personal autonomy, individual aspirations, and a family-centric orientation. Croatia demonstrated a weak tendency to Uncertainty Avoidance, pointing to a cultural openness towards risks, changes, and new challenges. Some significant relationships between cultural value dimensions and preferences for leadership behaviors are found. Through its significant results, this study contributes to the understanding of Croatian societal values and leadership preferences.

This paper explores the psychological and financial factors that drive entrepreneurial alertness among university students, focusing on the roles of self-efficacy, subjective financial literacy and objective financial literacy. The study was conducte...