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.

Humankind faces growing artificial intelligence (AI) and AI-based applications, influencing almost every activity, including human resource management (HRM), revolutionizing humans' work nature and content, workers, workplaces, HRM processes, etc. AI can support various HRM practices, such as candidate selection, employee training, data analysis, evaluation, etc. If organizations appropriately utilize AI, they can enhance productivity and their general/individual work performance, streamline processes, and increase efficiency, ultimately improving employee engagement and well-being. Hence, organizations can use AI to stay ahead of their competitors and help develop an innovative sustainable socially responsible society (ISSRS) to overcome crises. AI should only be used as a tool and not to replace humans, which is essential for a creative, efficient, satisfying, and successful work environment.

Artificial intelligence, as a field of computer science focused on developing technologies that simulate intelligent behaviours and human cognitive functions, undoubtedly has huge potential to transform all business activities, including the process of employee learning. However, different generations have varying attitudes toward the rapid advancement of technology and the increasing possibilities offered by artificial intelligence. The general purpose of this research is to gain insights into the attitudes of Generation Z regarding the use of AI in the context of the employee learning process. Empirical research was conducted on a sample of 264 respondents from Slovenia and Bosnia and Herzegovina. In addition to descriptive statistics, Cronbach's alpha, Shapiro-Wilk, and Mann-Whitney tests were used to test hypotheses. Generally, the research findings indicate that the upcoming generation of the workforce considers artificial intelligence a significant factor in improving the employee learning process. The study contributes to human resource management literature because it brings new insights into Generation Z attitudes, whose participation in the active workforce will significantly increase in the coming years.

Digital technologies have revolutionized workplace operations, enhancing communication, efficiency, and access to information. However, they also introduce significant challenges, including digital overload, constant connectivity, and blurred work-life boundaries, which can negatively affect digital well-being and organizational productivity. This study explores the strategic role of Human Resource Management (HRM) in addressing these challenges through a qualitative synthesis of existing literature. Special attention is given to integrating digital well-being initiatives within Environmental, Social, and Governance (ESG) frameworks and leveraging emerging technologies such as artificial intelligence (AI) to enhance employee support. Key HRM strategies identified include promoting the right to disconnect, implementing flexible work arrangements, advancing digital literacy programs, and responsibly adopting AI-driven interventions. The study emphasizes the shared responsibility of organizations and employees in achieving digital well-being and highlights HRM’s pivotal role in aligning employee health with broader organizational sustainability objectives. By combining supportive policies with innovative technological solutions, HRM can foster resilient, adaptable, and productive digital workplaces. This paper offers actionable recommendations to enhance employee resilience, organizational sustainability, and long-term success in a rapidly evolving technological landscape.