Mila Despotoska

It has always been an issue in the human resource management selecting the right rewards for the employees especially in the public institutions. Many public institutions are unable to identify the types of rewards which are best used to foster employees’ work satisfaction. The study aims are to evaluate how reward systems in public institutions influence employee perception and to analyze their impact on job satisfaction, quality of work, and employee retention in the public sector of North Macedonia. Data were collected via self-administered questionnaire of 153 employees in public institutions in North Macedonia. Reliability and validity of the measurement instrument are confirmed through Cronbach’s alpha (0.777) and factor analysis. Descriptive statistics, correlation analysis, and regression analysis are applied to test the proposed hypotheses. The results indicate that the re-ward system has a positive but weak effect on job satisfaction (β = 0.142, p = 0.079), quality of work (β = 0.146, p = 0.071), and employee retention (β = 0.144, p = 0.075), with none of the effects reaching statistical significance. Additional hierarchical regression analysis suggests that demographic characteristics partially influence these relationships, while the contribution of re-ward systems remains limited. The findings imply that reward systems in public institutions play a secondary role in shaping employee outcomes, while other factors such as job security, intrinsic motivation, and institutional stability may be more influential. The study contributes to the limited empirical literature on public sector reward systems in North Macedonia and offers practical insights for policymakers and managers seeking to improve human resource management practices.

This paper examines the evolution of project management across the four industrial revolutions, highlighting how technological, economic, and organizational transformations shaped the development of key methodologies, tools, and managerial paradigms. Despite the extensive body of literature on individual project management methodologies, there remains a lack of an integrated historical analysis that systematically links the evolution of project management to the industrial revolutions. Through an in-depth review of academic literature, the study demonstrates that each industrial era generated distinct conditions that required new forms of planning, coordination, and control. The First Industrial Revolution introduced basic engineering practices and early coordination mechanisms; the Second institutionalized scientific management, process standardization, and modern organizational structures; the Third, defined by digitalization, brought CPM, PERT, software supported planning, and formal risk management. In the Fourth Industrial Revolution (Industry 4.0), project management shifts toward adaptive, iterative, and data-driven approaches, characterized by agile, DevOps, and hybrid methods. The transition from predictive to adaptive models is shown to be a direct response to increasing environmental uncertainty, technological complexity, and accelerated innovation cycles. Contemporary standards such as PMBOK 7 reflect this paradigm shift by moving away from process-oriented frameworks toward principle-based, context-driven, and value-focused approaches. The study concludes that the future of project management will be shaped by digital technologies, big data analytics, and artificial intelligence, positioning the project manager as a strategist, analyst, and facilitator of organizational innovation.