The Fourth Industrial Revolution has brought significant changes in the field of organizational design, especially in terms of how work is structured, organized, and conducted. One of the major trends widely adopted by numerous businesses worldwide is the establishment of virtual project teams, which allows members to work from remote locations regardless of their time zone, nation or culture and to collaborate using various information systems and technologies. Advantages of virtual project teams observed in terms of cost reduction, productivity growth, knowledge, skills, and flexibility are obvious and cannot be neglected. Nevertheless, challenges do often appear, and need to be addressed in order to create successful virtual organizations. The objective of this paper is to examine the role and importance of trust in virtual project teams, and to propose methods and activities that can help establish and nurture trust among employees in remote teams.
Crises are an inevitable part of the life cycle of any organisation, regardless of its location, size, market, and sector. At the beginning of 2020, all organisations faced a new crisis caused by a COVID-19 pandemic. The rapid spread of the disease and its consequences to human health required a quick reaction of organisations to protect the health and safety of employees through physical distancing. Organisations had to reorganise their way of doing business and adapt to new circumstances. The first response to the crisis is to activate or form a crisis management team. The main goal of the crisis management team is to prepare the organisation for a new way of functioning by using all its opportunities and strengths to minimise the negative effects of the crisis. The success of crisis management and the recovery of an organisation depend on the quality of functioning of the crisis management team. The results of a survey conducted during April and May 2020 which included 108 members of crisis management teams showed that the respective teams responded adequately to the crisis caused by the COVID-19 pandemic. Research results showed that team members reacted quickly to the first signs of the crisis. They made real-time decisions by using a holistic approach due to their different knowledge, skills and experience, clear team roles, commitment to a common goal, open, honest and effective communication, and mutual trust.
Every generation of people has needs, incentives, desires, intentions, attitudes and values that make it distinguishable, specific and unique. Generation Z is entering the labour market and beginning its search for an ideal employer in order to obtain outstanding experience and optimal employee value proposition. Members of Generation Z have specific traits and characteristics that set them apart from other generations. In order to build a brand as a successful and desirable employer in digital economy, one should take into account these specific traits and characteristics in order to attract and retain members of Generation Z in the long term. This paper points out the key factors of employer branding and employee value proposition that influence Generation Z's decision-making regarding employment. The results of an empirical research, which included 339 members of Generation Z from the Republic of Serbia, indicated the following three key factors that influence their choice of an employer: the opportunity for career advancement, a pleasant and interesting work environment, and the opportunity for personal development (acquiring new knowledge and skills). The conducted research provides important information on the basis of which employers can better conceptualize value proposition for members of Generation Z and establish their branding of a desired employer.
Stress, as a dominant feature of the modern society, represents a serious problem for numerous organizations as it has significant effects on their business results. The aim of this paper is to examine and analyze the various sources of stress which employees in service sector organizations face. The key tendency of service sector organizations is to achieve efficiency, cost decrease, income growth, all of which impose high expectations and pressure upon employees. The sources of workplace stress in those organizations are observed from the perspective of job characteristics, organizational context and the employees’ personality traits. A review of key stress factors from above-mentioned perspectives enables a holistic approach to human resource managers, which could be of great importance for setting up a strategy and planned approach to managing workplace stress.
Workplace stress is a field of research interest of the academic community, but also of many human resource experts, since it has been realized that stress negatively affects the overall functioning of organizations and their business results. During the process of eliminating and/or reducing stress at the workplace, human resource experts should consider several factors and design adequate methods and techniques for stress management. The aim of this paper is to examine and point out the importance of a holistic approach to managing the issue of stress at the workplace. This paper presents methods and techniques for eliminating stress regarding the level at which they are applied (individual and organizational level) and regarding the time of the application (primary, secondary and tertiary). Stress management should be an integral part of organizational behavior and should include all business processes and activities in the organization.
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