Organizational culture and job satisfaction are the most important factors for any university. Research into how satisfied professors are with university culture is crucial in finding ways to increase job satisfaction in the present as well as the future. The aim of our study is to investigate whether the type of organizational culture has any effect on job satisfaction and whether there are any differences between Serbia, Slovenia, and Bosnia and Herzegovina. The study was conducted on 489 professors at universities and colleges in Serbia, Slovenia, and Bosnia and Herzegovina. The study shows that university professors in the three investigated countries have a moderate level of job satisfaction. The case study method was used. The data collection technique applied was a survey conducted among university professors. The survey was conducted electronically, via Google Forms, and the key instrument was a questionnaire. The data were processed using SPSS Statistics 21. The results of the study show that improving perceived organizational support can increase the level of job satisfaction of university professors. It is also very important to emphasize the importance and originality of this study since similar studies have not been conducted before in the three countries mentioned.
Purpose -The purpose of this paper is to investigate the impact of seasonal employment on the policies and practices of human resource management (HRM) in tourist organizations. The framework for HR policies and practices is based on an organization's chosen business strategy, and its acceptance of the industry's seasonal nature and a dichotomous business type or its preference to run a non-seasonal business. This paper aims to analyze the differences, in carrying out specific human resource management activities, between organizations that "embrace" seasonality and dichotomous business management and those that "challenge" seasonality and prefer continuous business management. Methodology -As a methodological framework for analyzing human resource management activities in tourism, a continuum is used, ranging from "embracing" to "challenging" seasonality. In this manner, the strategic context of HRM is taken into account and additionally vertical and horizontal alignments are explained. Seasonal employment in the EU tourism sector is analyzed and HRM trends and processes are identified and explained. Findings -The paper presents the possibilities and limitations as well as the effects of applying various human resource management activities, depending on the chosen seasonal employment approach in the tourism sector. The results of secondary data analysis on the type and length of work engagement in the field of tourism in the EU indicate a preferred approach to seasonality. At the same time, they can serve as a basis for discussing desirable and necessary HRM policies and practices. Contribution -The paper's contribution is reflected in emphasizing the importance of aligning HRM policies and practices with the specific features of the tourism industry, the specific features of the chosen business strategy, and the seasonal way of doing business. Research results indicate that the "war for seasonal workers" began long ago and that tourism organizations can ensure longterm sustainable success and competitive positioning only if they come up with more attractive measures to win and retain skilled and capable employees.
Knowledge is an infinite resource of hotel enterprises and society as a whole. In hotel enterprises, it serves as a platform for practising sustainable development and gaining competitive advantages. Knowledge-based economic development provides the best opportunities for dealing with a global environment in which rapid and dynamic changes are taking place. Seen as a precondition to success, Knowledge Management (KM) will result in generating value-added in tourism. A survey was conducted in large and mid-sized hotel enterprises to demonstrate their KM level and the contribution of KM in gaining competitive advantages in the Croatian hotel industry. Empirical research was used to establish the level of KM development in the Croatian hotel industry, and to determine the importance of KM in gaining competitive advantages in the hotel industry. In addition to knowledge, quality is a vital factor in gaining competitive advantages in hotel enterprises. Globalized markets and increasingly discerning customers, demanding more and more for their money, are compelling product and service providers to ground their business systems on customer needs. Total Quality Management (TQM)—a new management philosophy—enables the systematic application of these ideas. This chapter looks at several TQM approaches that define the basic elements essential to successful TQM implementation, in particular, the element pertaining to employees. The application of these elements in the Croatian hotel industry is presented through the results of empirical research on a sample of mid-sized and large hotel enterprises.
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