The problem of employee turnover has been investigated in recent years because more and more countries and organizations are faced with the lack of an adequate labor force. The new generation of employees (Y and Z generations), contemporary political, social, and economic challenges, and the COVID-19 pandemic have raised new issues in human resource management (HRM), especially concerning turnover intentions. In such situations, companies need to create working conditions that will attract, motivate, and retain employees. One possible response is the usage of flexible working arrangements (FWAs) as a more flexible way of organizing traditional jobs and working positions; these arrangements allow employees more possibilities to maintain work–life balance. The main aim of this paper is to investigate the relationship between FWAs and turnover intentions of employees, and the mediating effect of job satisfaction. The theoretical research is based on the literature review. The empirical part of the paper is based on the analysis of a sample of 219 employees from organizations in Serbia. The authors used descriptive statistics and the PLS-SEM method to investigate proposed relations. The results pointed to the positive effects of FWAs and job satisfaction on turnover intentions. In addition, there is an indirect effect of FWAs on turnover intentions through job satisfaction. FWAs may contribute to increasing job satisfaction and, in turn, job satisfaction contributes to decreasing turnover intentions. Job satisfaction mediates this relationship, and employees that are offered FWAs may experience a lower level of turnover intentions when they are satisfied on the job.

This article provides guidelines for optimizing organizational management styles and achieving a balance between life and work. Contributing to sustainable human development will contribute to the psychology of sustainability and sustainable development. The main purpose of the paper is to determine the relations between the preferences of management styles, working styles and lifestyles, and exposure to stress in the managerial population in order to achieve harmonization. A correlation study was conducted on a sample of 618 subjects using the Blanchard test of situational leadership, the Four-Dimensional Symptom Questionnaire for determining the stress levels, the modified Allport–Vernon–Lindsay Scale of Values, and Julie Hay’s Working Styles Questionnaire. The paper provides insight into the contribution of management styles to the balance of private and professional areas of life, as well as to stress reduction in managers.

This study explores the impact of entrepreneurial orientation on the activities of state universities in the Republic of Serbia. Using the ENTRE-U scale, the researchers have graded the entrepreneurial orientation (EO) of the employees at state universities in the Republic of Serbia. In the theoretical part, the detailed literature review is provided, which contributes to a better understanding of terms like entrepreneurial orientation and entrepreneurial university. Using data from 282 respondents who work at the state universities in the Republic of Serbia, the researchers validate the ENTRE-U questionnaire in a specific context. With this, it is proven that the ENTRE-U scale is applicable not only for developed countries but also for the developing countries, such as the Republic of Serbia. The general conclusion is that with using the ENTRE-U scale, it is possible to predict the level of innovativeness, as well as the nature of innovative activities that are conducted at state universities in the Republic of Serbia. The entrepreneurially oriented universities differ from those which lack entrepreneurial orientation by the extent of their research mobilization, unconventional approaches, the level of cooperation with industries, and the way university policies are implemented.

The aim of this study was to identify which employees’ sociodemographic characteristics and personality traits affected their career development. The research was conducted on a sample of 462 employees, aged between 30 and 55. The final analysis of covariance model included only characteristics which had previously been identified as having significant effect and relations with career development: gender, age, education level, years of work experience with the current employer, total years of work experience, financial status, and all Big Five traits. It was determined that the following characteristics had a significant effect on career development: gender, years of work experience with the current employer, and financial status, from the set of sociodemographic characteristics, as well as Conscientiousness, from the personality traits. Sociodemographic characteristics and personality traits, especially Conscientiousness, represent significant determinants in career development.

Transformational leadership links creative thinking, persistence and energy, intuition and the sense for people's need for organizational culture. It strives for innovation and expresses the sense for vision and meaning. Literature analysis in this field is followed by the research that examines transformational leadership and its coherence with an organisational culture in the international service company operating in Serbia. The participants in his research have perceived the role culture as primary, particularly the culture of rules and procedures. This culture is suitable to people that expect security at work, which could be the main goal in the particular company, having in mind that work instability and insecurity have been a common denominator in the past three decades. However, if a company wants to be innovative, it would have to put more effort into transformational leadership that could not be thoroughly examined in this study. Suggestions for further investigation are given at the end of this study, lack of instruments for investigations are pointed out, with an idea for improvements.

Human resource management (HRM) is directed to managing human potentials of a company in order to achieve organizational goals, and at the same time, goals of employees. One of the very important part of this process is training and development, as a group of activities aimed at improving employees knowledge, skills, and abilities (KSA), in order to be more successful in job, but also with the aim of creating a base for further development of an organization as a whole. The main aim of the research was to explore the effects of investment in employees' development, measured by number of training days and percentage of operating costs invested in development and training, on the level of organizational productivity and service quality. The subject of the research is the relationship between two main indicators of employees' development program, and organizational level productivity and service quality. The methodology used in the research obtained the application of two-way multivariate analysis of variance (MANOVA) on the data from 160 companies from one Southeast European country, gathered during 2015 and 2016. The results indicated that there is an interaction effect between training costs and number of training days on the combined dependent variables, productivity and service quality in the observed organizations.