Marija Runic Ristic

The airline industry plays a vital role in global mobility and international trade, which makes the evaluation of its operational efficiency an important strategic task. This study evaluates and ranks the operational performance of passenger and freight air transport in Serbia over the period 2014–2023 by employing a fuzzy multi-criteria decision-making framework. Six key performance criteria were defined, with their weighting coefficients determined using the fuzzy MEREC method, while the ranking of alternatives was conducted using the fuzzy MARCOS method. The obtained results reveal noticeable variations in performance throughout the observed period and provide insights into efficiency trends in both passenger and freight segments of air transport. Furthermore, a sensitivity analysis confirmed the robustness and stability of the ranking outcomes. The findings of this research can support evidence-based decision-making and contribute to enhancing the operational efficiency and competitiveness of the air transport sector.

Due to globalization, companies are exposed to a culturally diversified workforce; therefore, great emphasis is placed on identifying the most effective leadership style that would be able to manage such a workforce. Although numerous studies have attempted to identify successful leadership styles in different cultural settings, none have focused on the perceptions of top managers who work in multinational corporations (MNCs) in culturally diversified surroundings. Thus, our research attempts to identify the most preferred leadership style and characteristics from the perspective of top managers in MNCs in the United Arab Emirates (UAE). The 13 leadership characteristics analyzed in this study were generated from the 21 characteristics found by Global Leadership and Organizational Behavior Effectiveness (GLOBE) research. The participants, top managers in MNCs, needed to evaluate leadership styles by considering leadership characteristics. To ensure the objectiveness of the study, we analyzed their answers by applying the Fuzzy Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) method. The results indicated that the most preferred leadership characteristics were visionary, inspirational, collaborative team-oriented, and performance-oriented. Moreover, the transformational leadership style emerged as the most preferred leadership style. The study’s findings show that top managers believe that employees in MNCs in the UAE seek a leader with a vision who will inspire, motivate, and help them fulfill their true potential.

This study aims to analyze the effect of individual (gender and education) and organizational (organizational sector) characteristics on work ethics in the United Kingdom, Serbia, and the United Arab Emirates. This research is centered around a survey conducted among managers, from the UK, the UAE, and Serbia. Their main task was to evaluate the aspects of the Multidimensional Work Ethic Profile (MWEP) short form. The MWEP was chosen for this study as it does not explicitly address work ethics with religion, making it a suitable tool for examining work ethics across three cultures with different religious practices. This study contributes to existing literature by exploring how organizational factors influence work ethics in three countries that share business interests and have cultural and economic ties. The findings indicate that these factors have an impact on work ethics in studied countries.

Purpose: This study aims to examine the relationship between work ethics and organizational performance and investigate the influence of respondents’ career stages on their work ethic among British, United Arab Emirates (UAE) and Serbian nations. Design/methodology/approach: This research is based on a survey of British, UAE and Serbian managers, whose task was to assess the dimensions of the multidimensional work ethic profile (MWEP) and organizational performance. Since the MWEP does not analyze work ethics in the context of religion, it is deemed the most suitable instrument for this study because it analyzes work ethics among the three cultures that practice different religions. Findings: The results revealed that national culture impacts work ethics. British managers place greater value on the wasted time, self-reliance and morality dimensions of work ethics. Serbian managers prefer the leisure and delay of gratification dimensions, while UAE managers value hard work ethics more than the other two groups of managers. The study also shows that respondents’ career stage influences their work ethic, and a significant relationship exists between different dimensions of work ethics and organizational performance in all three nations. Originality/value: This study contributes to the theory by analyzing work ethic and its relationship with organizational performance and respondents’ career stages in three nations that share business interests. It addresses a research gap by comparing work ethics in developed, developing and a country in socio-economic transition.

Students acquire learning material in different ways. Some prefer to read, some prefer to listen, others use the third type of sense. Traditional teaching uses only one of these teaching strategies since it is impossible to use all of them in the classroom. However, these days, adaptive e-learning systems enable learning material to be customized to the individual needs of learners. For the purpose of this paper, the researchers designed a model of the adaptive learning management system and implemented it in Moodle. The system was evaluated on 228 students. The incorporation of learning styles in Moodle is based on the VAK learning style model. The authors analysed the effects and effectiveness of an adaptive e-learning system. It was discovered that there are significant differences in learning effectiveness, satisfaction and motivation when students use an adaptive e-learning module in comparison to a standard e-learning module. Moreover, we investigated the durability of knowledge acquired with an adaptive e-learning system by comparing the performance of students not only after the completion of the course but also a month after the course. The results of the research confirmed the authors’ expectations and showed that an adaptive e-learning system can increase students’ learning results. So far, to our knowledge, no study has evaluated the performance between a control and experiment group a few months after the completion of the course, i.e. by analysing the durability of knowledge acquired through an adaptive e-learning system. Moreover, the motivation of students to continue using an adaptive e-learning system hasn’t been analysed until now.

The current study tries to identify the impact of COVID-19 on human resource management practices, business processes, and organizational sustainability. Furthermore, it identified the impact of sustainable HRM practices on hypermarkets' sustainability. The outbreaks of COVID-19 have considerably impacted organizations and businesses all over the world. Most companies were not ready to face such force majeure. Moreover, like everywhere else in the world COVID-19 has significantly affected HRM functions and organizational sustainability in the organizations in Gulf Cooperation Council (GCC) countries. The research is based on a survey of 363 HR practitioners working in hypermarkets in the GCC countries to examine the impact of the pandemic COVID-19 on organizational sustainability. The findings reveal the negative impact of COVID-19 on human resource management practices, business processes, and organizational sustainability. Furthermore, they identify the positive impact of sustainable HRM practices and effective business processes on hypermarkets' sustainability. Finally, the results show that effective business processes and sustainable HRM practices annihilate the negative effect of COVID-19 on organizational sustainability in hypermarkets operating in the GCC countries. This study is unique since it is conducted during the pandemic period and analyses the negative impact of Covid-19 on organizations in the GCC countries. Moreover, it suggests solutions to minimize the negative effect of COVID-19 on organizational sustainability.

The utmost priority of every organization in today’s competitive environment is to attract and retain top talents. The aim of this paper is to emphasize the importance of “flair factors” those greatly valued personal qualities that enable an organization to accomplish its mission. The paper links insights about flair factors, as critical elements of organizational success, with the development of a compensation philosophy that can help organizations to recruit, attract, and retain top talented employees. Moreover, nine often-repeated errors made in developing and administering an effective compensation system are outlined. Finally, the paper benefits to both scholars and practitioners by suggesting how to solve the problem of identifying and hiring the right people for successful performance in organizations.

This paper gives a review of the changes that have happened over the past few years in the field of recruitment and selection one of the most important functions in Human Resource Management. The use of the Internet influences recruitment and selection practice and takes it to the next level. In the paper, the most recent trends in the field of recruitment and selection have been analyzed, and new models of resumes have been described.

This research study starts with the hypothesis that the personality traits of managers influence their leadership styles. Personality traits are taken from the model Big Five (McCrae and Costa) since it is one of the most dominant models of personality in modern psychology. Management styles (leadership) were investigated within the theories of transformational and transactional leadership, including laissez-faire style (Bruce Avolio & Bernard Bass). The research was conducted with 160 lower-level, middle-level and high-level managers in Serbia, employed in private and public sectors. From the questionnaire the NEO Personality Inventory (Serbian version, Kostić, P. 2002), and with the analysis of the main components, five dimensions of personality have been extracted: extraversion, neuroticism, conscientiousness, agreeableness and openness to experience. From the shorter version of Multifactor Leadership Questionnaire, three factors of leadership have been extracted: transformational, transactional and laissez-faire. The relationship between the received factors was checked by Pearson`s correlation coefficient and by multiple regression analysis. The received information showed that there is a statistically significant relationship between personality traits and leadership styles, and the most dominant relationship is between the transformational leadership style and extraversion (in a positive sense) and neuroticism (in a negative sense).