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Background: It is believed that social responsibility, the value that is strongly involved in the contemporary corporate behaviour, has also become the core value for public relations practitioners and their associations. However, there are ethical doubts concerning the question to whom a PR practitioner is actually responsible (or loyal) in the first place: to the client, the employer, the public, or society in general?Objectives: This research aims to describe how social responsibility is articulated in the documents that can be considered as the crown of public relations ethics – the codes of ethics – and additionally, how the value of loyalty corresponds to the value of social responsibility.Methods/Approach: The research is based on the content analyses of 13 codes of ethics that are delivered by 18 public relations associations at the international and the national level in the USA and the European Union.Results: Although the phrase “social responsibility” is not mentioned in codes directly, the value of social responsibility is present in very diverse ways. When the value of loyalty came into the correlation with social responsibility, the research has shown that these values exist as a separate principle.Conclusions: The public relations are a profession that tends to be socially responsible and tends to show that loyalty to clients and organizations is subordinated to public and social responsibility. Thus, the codes show that contemporary public relations, at least at the normative level, approach the two-way symmetric model and mostly promote “idealistic social role” of public relations.

The global economic situation and need to be better prepared for competitive challenges put pressure on modern companies to shift toward automation and digitalization. As a consequence of rapid technological development and the speed of change and therefore forced transformation of business models and work design, organizations are faced with a need for a massive change of features and an extended role of HR management processes. To be able to drive future organizational performance, HR leaders and professionals are required to make changes in the skills and competencies they have and to acquire and possess new ones. The critical components of a digital transformation strategy that can help achieve a competitive advantage are human capital, intellectual capital, and knowledge. The purpose of this paper is to explore and elaborate on the contemporary position and the changing function of HRM in light of digital transformation. In that sense, a comprehensive analysis of available literature has been conducted addressing the domains of HR planning, reward management, performance management, employee engagement, training and development, health and safety, employee relations, as well as their change under the influence of digital transformation. As the main conclusion of this research, it can be stated that although digitalization, i.e., digital transformation, strongly affects HR practices and procedures specifically by using human resources information systems, the role of HR in contributing to the digitization strategy is not sufficiently emphasized. However, it can be argued that the results of this research represent a valuable contribution to future research and can certainly be an important benchmark for organizations when preparing strategies to respond to the challenges of the digital age. This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

A smart grid can be considered as a complex network where each node represents a generation unit or a consumer. Whereas links can be used to represent transmission lines. One way to study complex systems is by using the agent-based modeling (ABM) paradigm. An ABM is a way of representing a complex system of autonomous agents interacting with each other. Previously, a number of studies have been presented in the smart grid domain making use of the ABM paradigm. However, to the best of our knowledge, none of these studies have focused on the specification aspect of ABM. An ABM specification is important not only for understanding but also for replication of the model. In this study, we focus on development as well as specification of ABM for smart grid. We propose an ABM by using a combination of agent-based and complex networkbased approaches. For ABM specification, we use ODD and DREAM specification approaches. We analyze these two specification approaches qualitatively as well as quantitatively. Extensive experiments demonstrate that DREAM is a most useful approach as compared with ODD for modeling as well as for replication of models for smart grid. Cognitive agent-based computing approachNiazi and Hussain in [8] presented a unified cognitive agent-based computing approach for agent-based and complex network-based modeling. This approach involves the process of taking any complex system from the real world and to convert it into a suitable simple model by using specific modeling level such as exploratory or descriptive agent-based approach. The exploratory approach involves the use of agents to explore the complex system, identifies which agent-based model is feasible for the specific problem, then develops the proof concept and also explains what kind of data is required for validation and verification of the model. The Descriptive agent-based model level is the process of presenting ABM specification in the form of pseudo-code, a complex network of the model and social network analysis. Other modeling levels involve complex network and validation/ verification of the model. Descriptive agent-based modelingDescriptive agent-based modeling (DREAM) is a cognitive agent-based computing approach developed by Niazi in [3]. DREAM offers an ABM specification technique which comprises of developing a complex network of the ABM, pseudo-code specification model and social network analysis of the network model. It offers a detailed description of ABM as well as visual based analysis. It provides an easy translation of network model into pseudo-code followed by ABM development. In figure 1, Dream methodology has been shown. Figure 1: DREAM methodology for ABM specification adopted from [3]. We can see that it starts from a basic understanding of the model, then followed by developing a complex network of the model. There are two steps after network formation, one is to present pseudocode specification, this step allows for the actual code translation, second after network formation is by applying social network analysis t...

Human resources information system (HRIS) is an inevitable element of contemporary organisation's setup. The HRIS provides multiple human resources management (HRM) services from operational assistance in collecting, storing and preparing data, executing and controlling processes, reducing HRM labour costs, and providing information to the management enabling them to make quality HR strategic decisions. This paper is aimed in contributing to the better utilization of HRIS usage in organizations, analysing various approaches in terms of purposefulness and validity of implementation of HRIS with the goal to maximize its impact to organizational performance. The goal of the paper is to provide the overview of HRIS transactional and strategic paradigm, and evaluate its impact to organizational performance.

Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. AbstractHuman resources management (HRM) as a function providing organizations with workforce and thus assisting the achievement of organization's business strategy is an inevitable element of contemporary organisation's arrangements. Passing through different stages from conventional one to strategic service, HRM has transformed its concept, content, philosophy and scope of services affecting the way of understanding and role of the HR function in the organization. Becoming one among most important organizational functions, HRM was transiting from reactive function, over independent function towards the integrative and supportive function. This paper is aimed in contributing to the better understanding of contemporary challenges of HRM function and HR services in organizations, analysing various concepts and describing development and nature of different aspects and recent approaches to the HRM in terms of their influence to achieving and maintenance of organizational business strategy and competitive advantage. In that sense, the objective of the paper is to provide the overview of HRM contemporary challenges, and assess its impact to modern organization in context of organizational performance and organizational effectiveness.

Rapid development of technologies led to emergence of new opportunities for businesses such as effective management of knowledge resources for achieving organizational performance. The purpose of this paper was to determine whether the agencies are using KM systems available on the market, what are the reasons for their adoption, and explore the adequacy of implemented systems, and to define the characteristics of “ideal” KM systems for small organizations. In that sense, the main goal of the research was to explore the adoption degree of information technology for knowledge management in small tourist agencies with fewer than 20 employees. Based on survey among small tourist agencies conducted upon the sample of 68 usable responses from on-line questionnaire, this research outlines position and development trends in using information systems for knowledge management answering following questions: (a) Do agencies recognize the benefits of using knowledge management systems and in which segments of their business?: (b) What types of knowledge management systems they use and in which business segments?: (c) What are the reasons that agencies may not use knowledge management systems? In the research, the mathematical-statistical methods have been used, in order to analyse the attitude of the small Croatian tourist businesses toward usage of modern technologies to bust their business performances. The results also have indicated the reasons for low adoption of IT KM solutions in their everyday business operations. Based on the conducted analysis, a framework specification of an “ideal” KM system has been suggested.

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