Ljupcho Efremov

The paper examines how global influences contribute to the formation of a global culture in the digital age. The study focuses on the similarities that have emerged as a result of globalization and aims to identify the elements which underlie a global culture. A scoping review combined with inductive discovery was used to identify cultural patterns in recent research. By analyzing existing studies, the paper sheds light on how globalization is shaping lifestyles. The review included 20 relevant studies from the last 5 years, with a focus on research directly related to elements of global culture. From this review, four intertwined elements of an emerging global culture were identified: Self-focused lifestyle (individualist and consumerist life); Digital communication and English as glue; Technology, AI and Fast Life and Common Artefacts and Infrastructures. The author named this type of Click’N’Tick, referring to the shift toward a digital world (“click”) and a fast, time-pressured lifestyle (“tick”). Although these are four underlying elements, the studies also show that the global environment remains complex, with many layers of culture and important differences between groups and regions. Based on these findings, the paper proposes new label for the phenomenon and points the need to explore this trend in future research.

The paper examines how artificial intelligence (AI) is transforming core human resource management practices. It focuses on key themes that have emerged from the application of AI across human resource management (HRM) practices examined through employee life cycle (ELC). For this purpose, adapted ELC model (building on the work of Gladka et al.) consisted of 6 stages: attraction/recruitment; onboarding; development; retention; performance and offboarding. The aim of the paper is to identify how AI reshapes each practice throughout employee life cycle. A scoping review combined with emergent qualitative coding was used to map AI application areas in human resource (HR) practices for each stage. The review covered 28 peer-reviewed studies that directly address the use of AI in human resource management. Overall, across all six areas, AI tends to take over routine, data related tasks (such as screening, tracking and documentation), while at the same time enabling more personalized practices and common risks: bias, transparency and privacy. The end results is framework for employee lifecycles consisting of: attraction and recruitment (search and match - entry gate), onboarding (orient and engage), development (e-learning and personalization), retention (turnover estimates and wellbeing systems), performance management (data based continuous feedback), and offboarding (exit procedures). The recommendations are in line with the framework and are about provision of clear guidelines and to keep humans “in the loop” in all stages in order to reduce legal and ethical problems. The findings outline the main uses of AI in HR from an employee view point and as such, propose practical recommendations for organizations considering or expanding AI adoption in their HR practices.

Artificial intelligence (AI) is transforming task optimization across many occupations, particularly within the IT sector. Understanding how IT professionals use AI is crucial for establishing benchmarks and informing best practices. This mixed‑methods study combined two in‑depth interviews with AI‑using IT professionals and a survey of 50 IT professionals in North Macedonia. The survey examined which AI tools are used, for which tasks, and how often they are used in daily work. The results indicate that AI is integrated into multiple aspects of IT work, with task verification (coding assistance and technical documentation) as a common application. ChatGPT emerged as the preferred AI tool, frequently used for documentation and coding, and many IT managers reported using AI tools on a daily basis. These findings suggest that IT professionals go beyond simple automation by routinely embedding AI tools like ChatGPT into their workflows. The insights provide practical guidance for IT professionals and HR departments on how to plan tasks, design AI training, and support productivity and well‑being at work.

Social media are very important in the youth’s daily life as they represent a way of communication and socialization among their peers. The impact of social media, whether positive or negative, deserves to be studied because it forms and shapes their world. The purpose of this study is to provide an overview of mental health among youth in North Macedonia. The research was conducted using a purposive sample of 107 students aged 18 and above from the final fourth year of two high schools in North Macedonia. The students were screened for usage of social media and only students who used 2 hours or more daily were included in the study. Self-evaluation of mental health was measured using the Mental Health Inventory-5 (MHI-5). The specific findings reflect the current situation regarding mental health among young people who use social media for 2 or more hours per day and conclude that young people have moderate mental health self-evaluation. The obtained results reflect the reality that exists among high school students in their final year and are a valuable source of information about their mental health. This study contributes to the ongoing discussion about fostering healthier digital environments for young people and enhancing their well-being.

Building a strong employer brand is crucial for attracting and retaining top IT talent in the competitive IT landscape, especially in a small country like N. Macedonia. The study investigated the link between transparent employer branding and employee loyalty among IT professionals in N. Macedonia. A survey of 173 IT employees from various levels within the computer programming and IT outsourcing sectors was conducted. The study found a significant positive correlation between transparency in company culture and employee perceptions of belonging and loyalty. This suggests that IT professionals’ value clear and open communication from their employers. These findings support the importance of employer branding for attracting and retaining top IT talent. Transparency should also be included into employer branding by showcasing company culture and values online, while highlighting how transparency is integrated into daily practices. Finally, fostering employee engagement through inclusive decision-making, feedback mechanisms, and addressing concerns will further foster loyalty. By embracing transparency and building a strong employer brand, IT companies in N. Macedonia can secure a competitive edge in the global IT talent market.

Leaders provide a clear vision of what they want to achieve and set the overall direction for a company or team in order to be successful. More specifically leadership in healthcare is crucial for ensuring high-quality patient care, staff well-being, and the overall success of healthcare organization. This is especially challenging in healthcare setting where patients are considered as unique category of customers and sometimes physicians have dual roles as doctors and leaders. The aim of this research is to identify type of leadership studies conducted in healthcare setting. The methodology used was rapid review. The results show that there are three types of studies: studies with focus on transformational and transactional leadership theory in the healthcare industry, studies with focus on effectiveness of leadership in healthcare and studies related to contemporary leadership for change in healthcare. The abovementioned classification about leadership in the healthcare setting provide solid basis for recommendations about better informed choices and better coordination, streamlined processes, and ultimately, improved patient outcomes in the healthcare industry.