This study examines the specific work-related outcomes of employee engagement such as affective commitment, organizational citizenship behavior, and intention to quit in the context of Bosnia and Herzegovina. For this purpose, employee engagement was divided into job and organization engagement. We used the quantitative research instrument and the cross-sectional survey method for primary data collection. The final sample consisted of 682 usable responses. By using the hierarchical regression analysis, we found that both job and organization engagement have a positive and significant relationship with affective commitment and organizational citizenship behavior, while in the case of intentions to quit, only organization engagement was negatively related. The results show that companies can achieve several benefits by focusing on employee engagement.

PurposeThe purpose of this paper is to investigate the determinants of innovative work behavior (IWB) by examining the moderating role of transformational leadership in the context of small and medium enterprises (SMEs).Design/methodology/approachThe study surveyed 371 employees from SMEs in Bosnia and Herzegovina by adopting convenience sampling. Hierarchical regression was used to test the hypotheses.FindingsThe findings supported the authors’ assumptions that IWB determinants such as psychological empowerment, participation in the decision-making process and organizational justice are positively related to IWB. Besides, transformational leadership moderates the relationship between organizational justice and IWB.Research limitations/implicationsThe data for this study was collected by using convenience sampling as well as a cross-sectional survey method, which limits the generalization of results.Practical implicationsTo spur the IWB among the employees in SMEs, an organization has to create an environment where psychological empowerment is high, employees have a chance to participate in the decision-making process and organizational rules and procedures are fair. In the case of organizational justice, the relationship shall be stronger if transformational leadership is present.Originality/valueIn SMEs, transformational leadership plays an important role. To the best of the authors' knowledge, this is the first study that demonstrates the moderating effect of transformational leadership on the relationship between one specific IWB determinant and IWB.

OBJECTIVES The Dark Triad traits (i.e., narcissism, psychopathy, Machiavellianism) capture individual differences in aversive personality to complement work on other taxonomies, such as the Big Five traits. However, the literature on the Dark Triad traits relies mostly on samples from English-speaking (i.e., Westernized) countries. We broadened the scope of this literature by sampling from a wider array of countries. METHOD We drew on data from 49 countries (N = 11,723; 65.8% female; AgeMean = 21.53) to examine how an extensive net of country-level variables in economic status (e.g., Human Development Index), social relations (e.g., gender equality), political orientations (e.g., democracy), and cultural values (e.g., embeddedness) relate to country-level rates of the Dark Triad traits, as well as variance in the magnitude of sex differences in them. RESULTS Narcissism was especially sensitive to country-level variables. Countries with more embedded and hierarchical cultural systems were more narcissistic. Also, sex differences in narcissism were larger in more developed societies: Women were less likely to be narcissistic in developed (vs. less developed) countries. CONCLUSIONS We discuss the results based on evolutionary and social role models of personality and sex differences. That higher country-level narcissism was more common in less developed countries, whereas sex differences in narcissism were larger in more developed countries, is more consistent with evolutionary than social role models.

PurposeThe purpose of this paper is to investigate whether there is a difference in career development programs between family and nonfamily companies. Moreover, the paper explores the relationships between career development dimensions and affective commitment in a family business setting.Design/methodology/approachA cross-sectional questionnaire-based survey was used to collect data from 506 employees in Bosnia and Herzegovina across the different industries. Independentt-test and hierarchical regression were used to test the hypotheses developed in the study.FindingsThe findings supported our assumptions that there is a significant difference in career development opportunities between family and nonfamily companies. Moreover, career development has a higher influence on affective commitment in the family business setting.Research limitations/implicationsThe data for this study was collected by using convenience sampling, as well as a cross-sectional survey method, which limits the generalization of results. Due to the unavailability of a public database, we relied on employees’ perceptions when it comes to the ownership of a company.Practical implicationsTo keep key employees, family business owners and managers have to invest in career development programs. The study shows that by aligning employee and organizational goals, offering professional development and remunerating the positive performance helps in keeping the most valuable assets within the company.Originality/valueSo far, the research about career development in family businesses was insensible. This study provides an important contribution to the understanding of career development and its outcomes in family businesses.

Small and medium enterprises (SMEs) are seen as one of the main drivers of economic growth in the modern economy that is characterised with free markets, private ownership, entrepreneurship, and a major change in the basic approach to business and management. As a result, human capital is regarded as the most important asset, and therefore, in order to grow and prosper, SMEs need to embrace the strategic approach to the human resource management (HRM) which should, in return, increase their competitiveness and responsiveness to the market changes. The aim of this study was to analyse the influence of strategic human resource (HR) practices on organisational performance. The results of hierarchical regression used to test the hypothesis supported the relationship between strategic HR practices and business performance. The findings presented in this study were used for making recommendations to the SMEs' managers in the Federation of Bosnia and Herzegovina.

E. Knezović, A. Đilović EMPLOYEE ENGAGEMENT AND WORK-RELATED OUTCOMES ... 133-150 This study examines the specific work-related outcomes of employee engagement such as affective commitment, organizational citizenship behavior, and intention to quit in the context of Bosnia and Herzegovina. For this purpose, employee engagement was divided into job and organization engagement. We used the quantitative research instrument and the cross-sectional survey method for primary data collection. The final sample consisted of 682 usable responses. By using the hierarchical regression analysis, we found that both job and organization engagement have a positive and significant relationship with affective commitment and organizational citizenship behavior, while in the case of intentions to quit, only organization engagement was negatively related. The results show that companies can achieve several benefits by focusing on employee engagement.

Prior research has shown that employees’ creativity can contribute to the organizational effectiveness, innovation, and survival, and as that it represents an important concept to study. Not surprisingly, there has been an increasing interest in understanding factors that promote employees’ creativity, and one of the persistent factors is empowerment. The present study investigates whether empowering leadership and psychological empowerment positively influence employees’ creativity in Bosnia and Herzegovina. In addition, it explores whether there is a moderating effect of psychological empowerment on the relationship between empowering leadership and employees’ creativity. Finally, this study examines whether there is a difference between female and male employees in empowering leadership and psychological empowerment. Field survey data collected from different companies indicates that empowering leadership and psychological empowerment are positively related to employees’ creativity, while psychological empowerment has no moderating effect. Gender differences are present only regarding empowering leadership.

The purpose of this study is to analyse the antecedents of employee engagement in family and non-family businesses by using the model developed by Saks (2006). Further, the study examines whether there is a difference in employee engagement between employees in family and non-family firms. A quantitative study is applied through cross-sectional survey method by using online questionnaire for data collection. The final sample consists of 126 participants out of which 68 were employees in family businesses and 58 in non-family businesses. The results gave little support for both hypotheses. The partial support was found in the model of antecedents of employee engagement while no support was found for the difference in employee engagement when it comes to comparison between employees in family and non-family businesses.

The research in human resource management (HRM) field has evolved in past couple decades. By observing human resources (HR) as one of the most important assets in the business, it is obvious that it represents a key to business success or failure. By reviewing the literature, one cannot neglect that there is one serious gap in HRM research which relates to micro companies. This study aims to reduce that gap by examining 107 micro companies in relation to strategic HR practices and organizational performance. Results show that there is no enough evidence to support positive and significant relationship between strategic HR practices and organizational performance in micro companies.