The paper explores organisational level training practices in the Central and Eastern European (CEE) region and tests their impact on overall organisational performance. We draw upon data from the CRANET international survey of HR practices in order to provide a comparative overview of training and development in selected CEE Countries. Distinguishing between organisations focusing on the international and on the domestic market, and drawing upon data from 1147 companies in eight countries (Bulgaria,

Corporate social responsibility (CSR) as a management concept based on the creation of a balance between economic, social and environmental goals is more and more accepted as an indicator of the success of the company as a whole and as a possibility for the achievement of sustainable development. In one of the most important developments in this area, in 2001 when the Commission of the European Communities brought the Green Paper for Promoting a European framework for Corporate Social Responsibility, the main definitions about CSR and external and internal dimension have been explained. Inside the internal dimension human resource management (HRM) was emphasized as an area which is primarily included in the CSR practices. Since employees and managers are usually seen as very important factors of successful CSR implantation, in this paper the relations between these two concepts are analyzed. Based on the above mentioned, the aim of this study was to explore the existence of CSR in organizations from the Central and Eastern European (CEE) region and the relationship between CSR and HRM. The analysis was done trough the exploration of the differences between organizations that have or not CSR statements in relation to the level of environmental matters and existence of the HRM action plans. Subjects of the research are the concepts of CSR and HRM, as well as the empirical analysis of data from the countries of Central and Eastern Europe (CEE) and Serbia related to the implementation of CSR in organizations. Based on data obtained in the Cranet research project from 2008 to 2010, it has been explored whether companies from CEE and Serbia have statements on social responsibility, or doing business based on some unwritten standards, and if there is a connection between these statements, the level of environmental matters and HRM practices in the organizations. Statistical techniques as descriptive statistics, crosstabs, chi-square tests and ANOVA test were used in SPSS Version 17.0. Based on the literature review on CSR and HRM, as well as on data analysis the authors attempted to explain the connection between these management concepts.

This article provides guidelines for optimizing organizational management styles and achieving a balance between life and work. Contributing to sustainable human development will contribute to the psychology of sustainability and sustainable development. The main purpose of the paper is to determine the relations between the preferences of management styles, working styles and lifestyles, and exposure to stress in the managerial population in order to achieve harmonization. A correlation study was conducted on a sample of 618 subjects using the Blanchard test of situational leadership, the Four-Dimensional Symptom Questionnaire for determining the stress levels, the modified Allport–Vernon–Lindsay Scale of Values, and Julie Hay’s Working Styles Questionnaire. The paper provides insight into the contribution of management styles to the balance of private and professional areas of life, as well as to stress reduction in managers.

The goal of the research was to explore and determine the relationships between CSR related to employees and business and environmental performance. The authors conducted field research on the territory of Autonomous Provence of Vojvodina, Republic of Serbia in the period from October 2019 until the end of March 2020 to collect the data from business organizations on their CSR activities and organizational outcomes. The research is conducted as a part of a one-year research project funded by the Provincial Secretariat for Higher Education and Scientific Research of Autonomous Province of Vojvodina for 2019. To explore these relations, there has been performed PLS analysis in the statistical software Smart PLS 3.

Purpose The purpose of this paper is to research the impact of one of HRM activities, employees’ development, on the level of organizational innovative performances. HR development techniques that organizations use in order to develop employee’s knowledge, skills and abilities and their impact on the perceived level of organizational innovativeness was set in the focus of research, with the intent of determining which development techniques influence organizational innovative performance. Design/methodology/approach The research is based on the data from CRANET project, which has been largely used in exploring the relation between HRM activities and other variables of organizational behavior and performances. Data for this study were collected from a sample of 1,384 organizations from 8 CEE countries (Croatia, Estonia, Hungary, Latvia, Lithuania, Slovakia, Slovenia and Serbia) for the period 2015–2016. The correlation was used to explore the relations between variables. Ordinal logistic regression was used in order to explore the relations between the employees’ development techniques, training importance and training effectiveness and the level of organizational innovativeness. Findings The regression model showed that there are a statistically significant relations between the effectiveness of training expressed by systematic evaluation of training practice, and the methods of employees’ training (use of projects to stimulate learning, on-the-job training, development centers, use of international work assignments and mentoring) with the level of innovation. The importance of training practice expressed by the ratio of the annual training budget in the total payroll costs did not show statistically significant relations with the level of innovation. Also, systematic estimation of the need for training of personnel has not shown statistically significant relations with the innovation rate of the organization. Research limitations/implications The data are derived from single source respondents, and response rates between countries do vary. At the country level, every effort is made to represent the structure of the economy in the country and at the point in which the data are being collected. Practical implications Training and international working assignments have a direct positive relation with the level of organizational performances, while teamwork and coaching and mentoring have not shown the same. Organizations and their HR managers should pay special attention to planning and implementation of HR development programs – coaching, mentoring and teamwork – in order to create space for organizational innovation enhancement. Originality/value Previous literature seeking to clarify the role of HRM and fostering organizational innovation has made its evident contribution based on theoretical papers. In order to improve the current situation in which empirical evidence is very rare, research on the significance of the employee development program and its impact on the organizational innovative performances is based on quantitative indicators of the conducted research. The relation of HRM and innovative performances in the CEE region was studied in only a few studies. In the previous period, this region has often been omitted in the field of HRM research. Therefore, an additional novelty can be derived from a research sample compiled from the CEE region countries in the conducted research.