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.

Although there are numerous and various factors that can affect job satisfaction, human resource management has been identified as one of the most important causes of job satisfaction. For this reason, this paper analyses the impact of human resource management and its activities on job satisfaction in various organizations in the Republic of Srpska, with the main goal to investigate and determine the existence and nature of the relationship between human resource management activities, as an independent variable, and job satisfaction, as a dependent variable. In order to analyse the observed relationship, an empirical research was conducted on a sample of 738 employees from 283 organizations from the Republic of Srpska. The research was conducted using a specially created survey questionnaire, and the reliability of the created instrument was calculated using the Cronbach's Alpha coefficient. Based on the results of the research, which were obtained by correlation analysis, the basic hypothesis was confirmed, which proved that human resource management activities have a statistically significant effect on job satisfaction. Also, all additional hypotheses, claiming that individual human resources management activities (recruitment and selection, training, development and rewarding) have a positive effect on job satisfaction, were confirmed.

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.

Although, in theory, a considerable amount of literature emphasizes the significance of employee incentive pay, there is not much empirical research indicating their dispersion in practice. The primary purpose of this study is to explore the level of implementation of various incentives in three countries: Slovenia, Serbia, Bosnia and Herzegovina. The research was conducted on a sample of 321 companies. Data for this study were extracted from the CRANET dataset. The latest data collection cycle was conducted in 2021-2022. In addition to descriptive statistics, the Pearson Chi-Square Test and Cramer’s V test were used to test hypotheses. The research results indicate a statistically significant difference in using most observed compensation elements among the observed countries. The study contributes to compensation management literature by presenting empirical data regarding the degree of implementation of various compensation instruments in three observed countries.

This study investigates the differences in recruitment and selection practices between public and private sector organizations in Serbia and Bosnia and Herzegovina. The research aims to explore the extent to which sectoral characteristics influence the adoption of traditional and contemporary hiring techniques and the mediating role of formal human resource (HR) departments in these processes. Data were collected through the CRANET survey conducted in 2021–2022, encompassing responses from 151 organizations, including 119 private and 32 public sector entities. The study employs non-parametric statistical methods, including the Mann-Whitney U test, to compare hiring practices and a three-step regression analysis to examine the mediating effect of HR departments. The results reveal significant sectoral differences in recruitment and selection techniques, with public sector organizations demonstrating a greater reliance on traditional methods, while private sector organizations adopt contemporary techniques more frequently. The presence and influence of formal HR departments partially mediate the relationship between sector and hiring practices, particularly in the adoption of structured and innovative hiring methods. These findings align with theoretical frameworks of sectoral differentiation and highlight the critical role of institutional factors in shaping HR practices. Furthermore, findings contribute to the understanding of HR practices in transitional economies and provide a basis for further research into additional mediators, such as organizational culture and leadership, that may influence hiring strategies in public and private sectors.

The research methodology starts from the calculation of the coefficient for each individual company in order to obtain the indicators by calculating the arithmetic mean, median and quartile. As econometric stochastic models have little value for predicting or explaining the growth process at the level of individual companies, the central subject of interest is understanding the growth process at the level of an individual company. The sustainable growth rate of a company depends on the activity of the company. Numerous factors can affect the growth of a company, but the influence of individual factors on the growth of a company is rarely significant and permanent. The results of the research indicate a very asymmetric distribution of the size of enterprises, with a small number of large enterprises and a large number of small enterprises. The model of sustainable growth is an effective tool for financial planning and directing business policy towards stimulating growth in certain industries.