As human capital has become a vital asset in contemporary businesses, utilizing human resources exceeds HRM function towards strategic business partnership within organizations. The key enabling factor was global ICT development that changed functional roles and responsibilities within operating business models and introduced machine intelligence that increased organizational capabilities while reducing human involvement. The paper discusses the current state of AI applications in HRM systems. Emphasis is placed on clarifying technological features and goals, as well as the evolution of existing HRM systems. Furthermore, the paper provides the framework of AI application levels that serve as a foundation for understanding the current operational potential and provides useful evidence for the future development of HRM systems.

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In this paper, we examine the characteristics of organizational culture in Ernst Young Serbia. Employee perceptions of organizational culture were compared with the proclaimed company values. Interviews were conducted with 16 employees using the standardized questionnaire while the survey provided demographic and socio-economic profile of informants. Other research methods such as observation and participant observation were also used in the study. Based on the premise that organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations, we noticed a variety of employee perceptions including the collection of interpersonal relations, values, beliefs, attitudes, practices, rituals, rules and procedures. Ernst Young company defines its organizational culture in relation to the three core elements: inclusiveness, development and engagement. Proclaimed values of the company represent the desired employee behavior dimensions derived from above mentioned elements. These are: a) Integrity, respect, and teaming; b) Energy, enthusiasm, and the courage to lead; c) Building of relationships based on doing the right thing. Research has shown that the value system of the company has been successfully implemented in Serbia.

Abstract:This paper shares the experience of a virtual team of knowledge workers which coordinates its repetitive production work across 12 time zones using cloud-based workflows. A sample of process data and the utility that can be obtained from it are discussed, and recommendations are provided for the management of virtual teams using cloud-based workflows. In addition, possible directions for future research relating to virtual knowledge work teams using cloud workflows are suggested. Some references to related experience for further reading are also given.

, paragraphs 2, 6; OHCHR report on the human rights situation in Ukraine covering the period from 16 May to 15 August 2015, paragraphs 2, 58-59; OHCHR report on the human rights situation in Ukraine covering the period from 16 August to 15 November 2015, paragraphs 2, 22 (see also fn. 128); OHCHR report on the human rights situation in Ukraine covering the period from 16 February to 15 May 2016, paragraph 2 (see also fn. 3). 2 OSCE daily reports on ceasefire violations, available at http://www.osce.org/ukraine-smm/reports/. 3 The Package of Measures for the Implementation of the Minsk Agreements calls for: an immediate and comprehensive ceasefire; withdrawal of all heavy weapons from the contact line by both sides; commencement of a dialogue on modalities of local elections; legislation establishing pardon and amnesty in connection with events in certain areas of Donetsk and Luhansk regions; release and exchange of all hostages and unlawfully detained persons; safe access, delivery, storage, and distribution of humanitarian assistance on the basis of an international mechanism; defining of modalities for full resumption of socioeconomic ties; reinstatement of full control of the state border by the Government of Ukraine throughout the conflict area; withdrawal of all foreign armed groups, military equipment, and mercenaries from Ukraine; constitutional reforms providing for decentralization as a key element; and local elections in certain areas of Donetsk and Luhansk regions.

Abstract:Job satisfaction is an attitudinal variable that reflects feelings of employees about their job. It is directly linked to the level of employee engagement and work performance, thus representing one of the key elements of organizational culture. In this paper we used a job facets approach that focuses on different aspects of job(s) to enable a more complete picture of job satisfaction. Engagement survey was devised around nine different categories (facets) that represent critical job aspects. Each facet was defined by 2-10 questions that are scaled using 5 optional grades to answer. The survey was carried out in an organization within the short period of time and has achieved a very high response rate. The results have shown significant differences both between various job facets as well as certain factors (expressed by survey questions) within the same category. Furthermore, the activities that may help improve the specific aspects of employee engagement are discussed.

Abstract:In the past three years, Piraeus Bank Belgrade started using Learning Management System platform as a part of Articulate eLearning software, in order to improve training and development activities while reducing training costs. eLearning program proved reliable, user-friendly and cost-effective training and development tool as the major tangible cost appears to be license fee associated with using software. The eLearning modules were either tailored internally, by employees from all organizational units (including other country operations) or purchased externally, as a ready-to-use material from respected providers. This was enabled both by close supervision of employees who created eLearning modules, using Articulate Instructional Design instrument as well as professional assessment of externally purchased materials. Apart from tailoring practical "know-how" solutions for wide array of business topics, eLearning program proved valuable asset in personal development of employees engaged in their creation while transferring learning responsibility to first-line staff.

Apstrakt: U savremenim tržišnim uslovima primetno je širenje koncepta javnog interesa, odnosno jačanje značaja poslovanja javnih organizacija. Pored društvenog značaja javne organizacije imaju strateški i politički značaj za jednu zemlju. Zbog toga je od presudne važnosti za društvo da takve organizacije uspešno posluju. Tržišna privreda u kojoj posluju današnje javne organizacije puna je izazova, opasnosti i promena što od rukovodstva javnih organizacija zahteva formulisanje adekvatne strategije i njene implementacije. U ovom radu je opisan proces strategijskog razvoja Auto-moto Saveza Republike Srpske, od definisanja vizije, misije i strateških ciljeva do uvođenja sistema za merenje učinka. Prevođenje strategijskih u operativne ciljeve omogućeno je uvođenjem projektovanog sistema merenja performansi organizacije i zaposlenih, poznatije pod nazivom nazivom Balanced Scorecard.