Restricted accessResearch articleFirst published online 2025
Influence of Transparent Communication on Job Performance Through Employee–Organization Relationship: A Study of Western Balkan Higher Education Institutions During the COVID-19 Period
This study investigates the impact of transparent communication (TRC) on job performance in higher education institutions (HEIs) in the Western Balkans during the COVID-19 pandemic, focusing on the mediating role of the employee–organization relationship (EOR). A quantitative methodology was employed, and an online survey was administered across public and private HEIs, garnering 1,020 responses. Using structural equation modelling, the study reveals that TRC positively influences both EOR and job performance. EOR also enhances job performance. However, the mediation analysis indicates a complex dynamic, with EOR exhibiting a negative mediating effect between TRC and job performance. The findings contribute to organizational communication theory by integrating relationship management theory and social exchange theory, demonstrating how TRC strengthens employee relationships and performance during crises. Practical implications include the importance of fostering open, timely and participative communication to enhance employee engagement and productivity. This research highlights the critical role of internal communication strategies in maintaining organizational resilience, offering insights applicable beyond the higher education sector to other organizations facing crisis-induced challenges.
AbdullahM. I., HuangD., SarfrazM., IvascuL., & RiazA. (2021). Effects of internal service quality on nurses’ job satisfaction, commitment and performance: Mediating role of employee well‐being. Nursing Open, 8(2), 607–619. https://doi.org/10.1002/nop2.665
2.
Aboul-ElaG. M. B. E. (2017). Reflections on workplace compassion and job performance. Journal of Human Values, 23(3), 234–243.
3.
AhmadS. M., & MirA. A. (2012). Need for human resource development (HRD) practices in Indian universities: A key for educational excellence. Journal of Human Values, 18(2), 113–132.
4.
AngS., Van DyneL., & BegleyT. M. (2003). The employment relationships of foreign workers versus local employees: A field study of organizational justice, job satisfaction, performance, and OCB. Journal of Organizational Behavio, 24(5), 561–583.
5.
ArgentiP. A. (2020). Communicating through the coronavirus crisis. Harvard Business Review, 13.
6.
BagozziR. P., & YiY. (1988). On the evaluation of structural equation models. Journal of the Academy of Marketing Science, 16, 74–94.
7.
BentlerP. M. (1990). Comparative fit indexes in structural models. Psychological Bulletin, 107(2), 238.
8.
BergerB. (2008). Employee/organizational communications. Institute for Public Relations, 1–23.
9.
BollenK. A. (1989). Structural equations with latent variables (Vol. 210). John Wiley & Sons.
10.
BordiaP., RestubogS. L. D., & TangR. L. (2008). When employees strike back: Investigating mediating mechanisms between psychological contract breach and workplace deviance. Journal of Applied Psychology, 93(5), 1104.
11.
BratosinS., & Tudor IonescuM.-A. (2009). Apports des sciences de la culture dans la recherche en communication des organisations. Cultura International Journal of Philosophy of Culture and Axiology, 6(2), 129–144.
12.
CapizzoL., NzauT., OduolowuD., DuffyM., & BrengarthL. (2024). Permanent scars, improvisation and new paths forward: Communication agency leadership responses to COVID-19. Corporate Communications: An International Journal, 29(3), 362–383.
13.
CharoensukmongkolP., & PhungsoonthornT. (2022). The interaction effect of crisis communication and social support on the emotional exhaustion of university employees during the COVID-19 crisis. International Journal of Business Communication, 59(2), 269–286.
14.
ChiangC.-F., & HsiehT.-S. (2012). The impacts of perceived organizational support and psychological empowerment on job performance: The mediating effects of organizational citizenship behavior. International Journal of Hospitality Management, 31(1), 180–190.
15.
CropanzanoR., & MitchellM. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900.
16.
DongE., SunR., & LeeY. (2024). Linking interacting/engaging environmental CSR communication strategy and employees’ pro-environmental behaviors (PEBs): Mediating roles of communal relationship and employee empowerment. Corporate Communications: An International Journal, 29(3), 451–472.
17.
EcklebeS., & LöfflerN. (2021). A question of quality: Perceptions of internal communication during the COVID-19 pandemic in Germany. Journal of Communication Management, 25(3), 214–232. https://doi.org/10.1108/JCOM-09-2020-0101
18.
EinwillerS., RuppelC., & StranzlJ. (2021). Achieving employee support during the COVID-19 pandemic–the role of relational and informational crisis communication in Austrian organizations. Journal of Communication Management, 25(3), 233–255.
19.
ElshaerI. A., & SaadS. K. (2022). Learning from failure: Building resilience in small-and medium-sized tourism enterprises, the role of servant leadership and transparent communication. Sustainability, 14(22), 15199.
20.
EmuejeI., & TochiI. (2020). Effect of organizational transparency on organizational performance: A survey of insurance companies in Lagos State Nigeria. Journal of Economics, Management and Trade, 26(4), 52–62.
21.
EricksonS. (2021). Communication in a crisis and the importance of authenticity and transparency. Journal of Library Administration, 61(4), 476–483.
22.
FornellC., & LarckerD. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50.
GaskinJ., & LimJ. (2018). Master validity tool, invariance test and indirect effects Amos plugins. Gaskination’s StatWiki.
25.
GefenD., StraubD., & BoudreauM.-C. (2000). Structural equation modeling and regression: Guidelines for research practice. Communications of the Association for Information Systems, 4(1), 7.
26.
GiriV. N., & Pavan KumarB. (2010). Assessing the impact of organizational communication on job satisfaction and job performance. Psychological Studies, 55(2), 137–143. https://doi.org/10.1007/s12646-010-0013-6
27.
GrunigJ. E. (2013). Symmetrical systems of internal communication. Excellence in Public Relations and Communication Management, 531–575.
28.
HadziahmetovicN., & DincM. S. (2020). Linking reward types to organizational performance in Central and Eastern European universities: The mediating role of affective commitment. JEEMS Journal of East European Management Studies, 25(2), 325–359.
29.
HadziahmetovicN., JabucarA., & ZilicM. (2023). Improving education through linking personality to organisational citizenship behaviour in Balkans universities. International Journal of Social Sciences & Educational Studies, 10(3), 65–81.
HaywoodR., & HaywoodR. (with Chartered Institute of Marketing). (2005). Corporate reputation, the brand & the bottom line: Powerful proven communication strategies for maximizing value (3rd ed). Kogan Page.
32.
HeideM., & SimonssonC. (2020). 12. Internal crisis communication: On current and future research. In FrandsenF. & JohansenW. (Eds), Crisis communication (pp. 259–278). De Gruyter. https://doi.org/10.1515/9783110554236-012
33.
HenselerJ., RingleC. M., & SarstedtM. (2015). A new criterion for assessing discriminant validity in variance-based structural equation modeling. Journal of the Academy of Marketing Science, 43, 115–135.
34.
HonL. C., & GrunigJ. E. (1999). Guidelines for measuring relationships in public relations. Institute for Public Relations.
35.
HooperD., CoughlanJ., & MullenM. R. (2008). Structural equation modelling: Guidelines for determining model fit. Electronic Journal of Business Research Methods, 6(1), 53–60.
36.
HuL., & BentlerP. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modeling: A Multidisciplinary Journal, 6(1), 1–55.
37.
HungC. F. (2005). Exploring types of organization–public relationships and their implications for relationship management in public relations. Journal of Public Relations Research, 17(4), 393–426.
38.
JiangH., & MenR. L. (2017). Creating an engaged workforce: The impact of authentic leadership, transparent organizational communication, and work–life enrichment. Communication Research, 44(2), 225–243.
39.
JiangH., & ShenH. (2023). Toward a relational theory of employee engagement: Understanding authenticity, transparency, and employee behaviors. International Journal of Business Communication, 60(3), 948–975.
40.
JöreskogK. G., & SörbomD. (1989). LISREL 7: A guide to the program and applications. SPSS.
41.
Junça-SilvaA., & CaetanoA. (2024). Uncertainty’s impact on adaptive performance in the post-COVID era: The moderating role of perceived leader’s effectiveness. BRQ Business Research Quarterly, 27(1), 40–56.
42.
KadumS., Ruzic-BafM., & DumancicM. (2020). Contemporary educational technology and teaching media in higher education teaching during the COVID-19 pandemic. ICERI2020 proceedings (pp. 1303–1313). https://doi.org/10.21125/iceri.2020.0344
43.
KangM., LeeE., KimY., & YangS.-U. (2023). A test of a dual model of positive and negative EORs: Dialogic employee communication perceptions related to employee–organization relationships and employee megaphoning intentions. Journal of Public Relations Research, 35(3), 182–208. https://doi.org/10.1080/1062726X.2023.2194025
44.
KangM., & SungM. (2017). How symmetrical employee communication leads to employee engagement and positive employee communication behaviors: The mediation of employee-organization relationships. Journal of Communication Management, 21(1), 82–102. https://doi.org/10.1108/JCOM-04-2016-0026
45.
KelleherT., & ThelenP. (2017). Employee perceptions of CEO ghost posting and voice: Effects on perceived authentic leadership, organizational transparency, and employee–organization relationships. Public Relations Journal, 12(4), 1–23.
46.
KimJ.-N., & RheeY. (2011). Strategic thinking about employee communication behavior (ECB) in public relations: Testing the models of megaphoning and scouting effects in Korea. Journal of Public Relations Research, 23(3), 243–268. https://doi.org/10.1080/1062726X.2011.582204
47.
KimY. (2018). Enhancing employee communication behaviors for sensemaking and sensegiving in crisis situations: Strategic management approach for effective internal crisis communication. Journal of Communication Management, 22(4), 451–475. https://doi.org/10.1108/JCOM-03-2018-0025
48.
KimY., LeeE., KangM., & YangS.-U. (2023). Understanding the influence of authentic leadership and employee–organization relationships on employee voice behaviors in response to dissatisfying events at work. Management Communication Quarterly, 37(1), 64–98. https://doi.org/10.1177/08933189221085562
49.
KimY., & LimH. D. (2024). Mitigating organizational conspiracy beliefs through strategic internal communication and employee–organization relationships (EOR) in the workplace. Journal of Public Relations Research, 36(5), 361–387.
50.
KumarB. (2008). Prediction of job satisfaction, job performance, and organizational commitment for organizational communication and climate [Unpublished doctoral dissertation, Indian Institute of Technology, Kharagpur]s.
51.
LahmarH., ChaoukiF., & RodhainF. (2023). Spiritual leadership and organizational commitment: A 21-year systematic literature review. Journal of Human Values, 29(3), 177–199.
52.
LedinghamJ. A. (2003). Explicating relationship management as a general theory of public relations. Journal of Public Relations Research, 15(2), 181–198.
53.
LeeY. (2022). Personality traits and organizational leaders’ communication practices in the United States: Perspectives of leaders and followers, 27(3), 595–615. https://doi.org/10.1108/CCIJ-10-2021-0118
54.
LeeY., & DongE. (2023). How transparent internal communication from CEO, supervisors, and peers leads to employee advocacy. Management Communication Quarterly, 37(4), 878–912. https://doi.org/10.1177/08933189231153869
55.
LeeY., & LiJ. Q. (2021). The role of communication transparency and organizational trust in publics’ perceptions, attitudes and social distancing behaviour: A case study of the COVID‐19 outbreak. Journal of Contingencies and Crisis Management, 29(4), 368–384. https://doi.org/10.1111/1468-5973.12354
56.
LeeY., LiJ.-Y. Q., & TsaiW.-H. S. (2021). The role of strategic internal communication in workplace discrimination: A perspective of racial minority employees. International Journal of Strategic Communication, 15(1), 37–59. https://doi.org/10.1080/1553118X.2020.1855591
57.
LeeY., & Queenie LiJ.-Y. (2020). The value of internal communication in enhancing employees’ health information disclosure intentions in the workplace. Public Relations Review, 46(1), 101872. https://doi.org/10.1016/j.pubrev.2019.101872
58.
LeeY., TaoW., LiJ.-Y. Q., & SunR. (2021). Enhancing employees’ knowledge sharing through diversity-oriented leadership and strategic internal communication during the COVID-19 outbreak. Journal of Knowledge Management, 25(6), 1526–1549.
59.
LiJ.-Y., SunR., TaoW., & LeeY. (2021). Employee coping with organizational change in the face of a pandemic: The role of transparent internal communication. Public Relations Review, 47(1), 101984. https://doi.org/10.1016/j.pubrev.2020.101984
60.
LindellM. K., & WhitneyD. J. (2001). Accounting for common method variance in cross-sectional research designs. Journal of Applied Psychology, 86(1), 114.
61.
Liu-LastresB., WenH., & OkumusF. (2024). Exploring the impacts of internal crisis communication on tourism employees insights from a mixed-methods study. Tourism Management, 100, 104796.
62.
MalbašićI., Mas-MachucaM., & MarimonF. (2018). Through the decreased values gap to increased organizational effectiveness: The mediating role of organizational commitment. Journal of Human Values, 24(2), 101–115.
63.
MenL. R. (2014). Internal reputation management: The impact of authentic leadership and transparent communication. Corporate Reputation Review, 17(4), 254–272. https://doi.org/10.1057/crr.2014.14
64.
MenL. R., O’NeilJ., & EwingM. (2023). From the employee perspective: Organizations’ administration of internal social media and the relationship between social media engagement and relationship cultivation. International Journal of Business Communication, 60(2), 375–402.
65.
MenL. R., QinY. S., FitzsimmonsA. B., DiStasoM. W., & HeffronE. (2024). An integrated framework for exploring the impact of leadership communication on employee trust during disruptive crisis times. International Journal of Business Communication. https://doi.org/10.1177/23294884241226567.
66.
MenL. R., & StacksD. (2014). The effects of authentic leadership on strategic internal communication and employee-organization relationships. Journal of Public Relations Research, 26(4), 301–324. https://doi.org/10.1080/1062726X.2014.908720
67.
MenL. R., & TsaiW.-H. S. (2016a). Gearing toward excellence in corporate social media communications: Understanding the why and how of public engagement. InPublic relations and participatory culture (pp. 89–102). Routledge.
68.
MenL. R., & TsaiW.-H. S. (2016b). Public engagement with CEOs on social media: Motivations and relational outcomes. Public Relations Review, 42(5), 932–942.
69.
MoinM. F., IkhideJ. E., & LiY. (2024). The relationship between green transformational leadership, corporate social responsibility, and task performance. Corporate Social Responsibility and Environmental Management, 31(2), 831–837. https://doi.org/10.1002/csr.2606
70.
MotowildoS. J., BormanW. C., & SchmitM. J. (1997). A theory of individual differences in task and contextual performance. Human Performance, 10(2), 71–83. https://doi.org/10.1207/s15327043hup1002_1
71.
MowdayR. T., PorterL. W., & SteersR. M. (2013). Employee—organization linkages: The psychology of commitment, absenteeism, and turnover. Academic Press.
72.
NasirS. Z., BamberD., & MahmoodN. (2023). A perceptual study of relationship between emotional intelligence and job performance among higher education sector employees in Saudi Arabia. Journal of Organizational Effectiveness: People and Performance, 10(1), 60–76.
73.
NechouaniI., HousniS., & MachrafiM. (2025). Promoting social justice in education: The role of results-based management and social media. ESSACHESS – Journal for Communication Studies, 18(1[35]), 65–79. https://doi.org/10.21409/fr0f-8v66
74.
NunnallyJ. C. (1978). An overview of psychological measurement. Clinical Diagnosis of Mental Disorders: A Handbook, 97–146.
75.
O’ReillyC. A., & RobertsK. H. (1977). Task group structure, communication, and effectiveness in three organizations. Journal of Applied Psychology, 62(6), 674.
76.
PanditJ. M., & PaulB. (2023). Strategic human resource management in higher education. India Studies in Business and Economics. https://doi.org/110.1007/978-981-99-4067-7
77.
PazettoC. F., LuizT. T., & BeurenI. M. (2024). Empowering leadership for contextual performance: Serial mediation of organizational support and commitment. International Journal of Productivity and Performance Management, 73(4), 1005–1026.
78.
Pettit JrJ. D., GorisJ. R., & VaughtB. C. (1997). An examination of organizational communication as a moderator of the relationship between job performance and job satisfaction. The Journal of Business Communication (1973), 34(1), 81–98.
79.
PincusJ. (1984). Study links communication and job performance. Communication World, 1(13), 27–30.
80.
PincusJ. D. (1986). Communication satisfaction, job satisfaction, and job performance. Human Communication Research, 12(3), 395–419.
81.
PintolA., & HadziahmetovicN. (2023). The mediating role of brand trust in social media marketing activities and brand equity relationship: Case of bottled water brands in the market of Bosnia and Herzegovina. European Journal of Business Science and Technology, 9(1), 5–20.
82.
QinY. S. (2024a). Inspiring employee engagement in remote work: The influence of leadership communication and trust in leadership. International Journal of Strategic Communication, 19(3), 458–475. https://doi.org/10.1080/1553118X.2024.2417669.
83.
QinY. S. (2024b). The impact of organization–employee dialogic communication on employee engagement in remote work. International Journal of Business Communication. https://doi.org/10.1177/23294884241261061.
84.
RakotoarizakaN. L. P., QamariI. N., & NuryakinN. (2022). Temporary staff performance in universities: How can the employee–organization relationship be enhanced in an institution?International Journal of Research in Business and Social Science, 11(5), 293–303.
85.
RawlinsB. R. (2008). Measuring the relationship between organizational transparency and employee trust. Public Relations Society of America, 2(2): 1–21.
86.
SashkinM. (1982). [Review of the book Work redesign, by JR Hackman and GR Oldham Reading, MA: Addison-Wesley, 1980, XXVII+ 330 pp.]. Group & Organization Studies, 7(1), 121–124.
87.
SchnackenbergA. K., & TomlinsonE. C. (2016). Organizational transparency: A new perspective on managing trust in organization-stakeholder relationships. Journal of Management, 42(7), 1784–1810. https://doi.org/10.1177/0149206314525202
88.
SharmaJ., & DharR. L. (2016). Factors influencing job performance of nursing staff: Mediating role of affective commitment. Personnel Review, 45(1), 161–182. https://doi.org/10.1108/PR-01-2014-0007
89.
ShihH. A., HsuC. C., & TsayH. W. (2011). Employee–organization relationship and job performance. First international technology management conference, pp. 892–899. https://doi.org/10.1109/ITMC.2011.5996070
90.
SiengthaiS., & Pila-NgarmP. (2016). The interaction effect of job redesign and job satisfaction on employee performance. Evidence-Based HRM: A Global Forum for Empirical Scholarship, 4(2), 162–180. https://doi.org/10.1108/EBHRM-01-2015-0001
91.
SilvaP., MoreiraA. C., & MotaJ. (2023). Employees’ perception of corporate social responsibility and performance: The mediating roles of job satisfaction, organizational commitment and organizational trust. Journal of Strategy and Management, 16(1), 92–111.
92.
StowersK., KasdaglisN., RuppM. A., NewtonO. B., ChenJ. Y., & BarnesM. J. (2020). The IMPACT of agent transparency on human performance. IEEE Transactions on Human-Machine Systems, 50(3), 245–253.
93.
StrandbergJ. M., & VigsøO. (2016). Internal crisis communication: An employee perspective on narrative, culture, and sensemaking. Corporate Communications: An International Journal, 21(1), 89–102. https://doi.org/10.1108/CCIJ-11-2014-0083
94.
StranzlJ., RuppelC., & EinwillerS. (2024). Staying emotionally connected while being physically apart–exploring what teleworkers need to stay committed and how internal communication can contribute. Journal of Communication Management, 28(2), 272–293.
95.
SungK.-H., & KimS. (2014). I want to be your friend: The effects of organizations’ interpersonal approaches on social networking sites. Journal of Public Relations Research, 26(3), 235–255.
96.
SunY., KonarR., & WeiC. K. (2025). Unlocking the power of employee advocacy: The role of internal communication and engagement in five-star hotels. International Journal of Hospitality Management, 126, 104086.
97.
SwalhiA., ZgoulliS., & HofaidhllaouiM. (2017). The influence of organizational justice on job performance: The mediating effect of affective commitment. Journal of Management Development, 36(4), 542–559. https://doi.org/10.1108/JMD-11-2015-0162
98.
TanC.-S., TanS.-A., OohS.-L., TeohX.-Y., & MuthuK. N. (2024). No money, poor mental health, and high counterproductive behavior: The mediating effect of perceived stress on financial threats and job performance. Psychiatry International, 5(3), 412–423.
99.
TaştanS. B. (2014). The impact of employee–organization relationship on Individuals’ behavioral outcomes of task-related performance, contextual performance and intention to turnover: An evaluation with social exchange theory. International Journal of Business and Management Studies, 6(1), 42–53.
100.
ThelenP. D., & FormanchukA. (2022). Culture and internal communication in Chile: Linking ethical organizational culture, transparent communication, and employee advocacy. Public Relations Review, 48(1), 102137.
101.
TriveniG., RaoB., & PrasadA. (2007). Correlates of job performance of veterinary assistant surgeons. Journal of Research Contacts, 35, 69–72.
102.
TsaiW.-H. S., & MenL. R. (2017). Social CEOs: The effects of CEOs’ communication styles and parasocial interaction on social networking sites. New Media & Society, 19(11), 1848–1867.
103.
TuckerL. R., & LewisC. (1973). A reliability coefficient for maximum likelihood factor analysis. Psychometrika, 38(1), 1–10.
104.
Van ScotterJ., MotowidloS. J., & CrossT. C. (2000). Effects of task performance and contextual performance on systemic rewards. Journal of Applied Psychology, 85(4), 526.
105.
VantilborghT. (2015). Volunteers’ reactions to psychological contract fulfillment in terms of exit, voice, loyalty, and neglect behavior. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 26, 604–628.
106.
Vo-ThanhT., VuT.-V., NguyenN. P., NguyenD. V., ZamanM., & ChiH. (2020). How does hotel employees’ satisfaction with the organization’s COVID-19 responses affect job insecurity and job performance?Journal of Sustainable Tourism, 29(6), 907–925.
107.
VrabcováP., UrbancováH., & PacákováZ. (2023). Challenges and changes in internal communication within organizations: The role of transparent communication from the top. DSpace Repository. http://hdl.handle.net/20.500.12603/787
108.
VratskikhI., Masa’dehR., Al-LoziM., & MaqablehM. (2016). The impact of emotional intelligence on job performance via the mediating role of job satisfaction. International Journal of Business and Management, 11(2), 69. https://doi.org/10.5539/ijbm.v11n2p69
109.
WaldenJ., & ZengC. (2024). Work in transition: Exploring pandemic-displaced employees’ communication. Journal of Communication Management, 28(3), 423–441. https://doi.org/10.1108/JCOM-08-2022-0096
110.
WangT., YuL., WangW., & DaiK. (2024). Employees in change: An exploration of academics’ perceived employee–organisation relationship in the reform of the tenure-track system in China. Studies in Higher Education, 49(11), 2066–2079.
111.
WangY. (2020). Exploring the linkages among transparent communication, relational satisfaction and trust, and information sharing on social media in problematic situations. Profesional de La Información, 29(3). https://doi.org/10.3145/epi.2020.may.07
112.
YueC. A., QinY. S., & MenL. R. (2024). The dark side of leadership communication: The impact of supervisor verbal aggressiveness on workplace culture, employee–organization relationships and counterproductive work behaviors. Corporate Communications, 29(3), 405–429.
113.
YusoffR. B., AliA. M., & KhanA. (2014). Assessing reliability and validity of job performance scale among university teachers. Journal of Basic and Applied Scientific Research, 4(1), 35–41.
114.
YuwonoW., DanitoD., & NainggolanF. (2023). The effect of authentic leadership and transparent organizational communication on employee welfare with mediation variables of employee trust in medium companies. Revista de Métodos Cuantitativos Para La Economía y La Empresa, 35, 250–267.
115.
ZainabB., AkbarW., & SiddiquiF. (2022). Impact of transformational leadership and transparent communication on employee openness to change: Mediating role of employee organization trust and moderated role of change-related self-efficacy. Leadership & Organization Development Journal, 43(1), 1–13.
116.
ZhuX.-X., LiC., WangX.-L., LiuJ.-N., & XiaS. (2021). How does information sharing of a supervisor influence proactive change behavior of an employee? The chain mediating role of family-like employee–organization relationship and relationship energy. Frontiers in Psychology, 12, 739968.
117.
ZilićM., TudorM. A., & HadziahmetovicN. (2024). Resilience in crisis: The impact of HRM practices on job performance and emotional exhaustion among university employees. Eurasian Journal of Business and Economics, 17(34), 19–42.
118.
ZilićM., TudorM. A., & JabučarA. (2023). Examining human resource management practices and communication challenges in higher education institutions: Insights from Bosnia and Herzegovina. ZBORNIK MES, 9.
119.
ŽivkovićŽ., & PanićM. (2020). Development of science and education in the Western Balkan countries: Competitiveness with the EU. Scientometrics, 124(3), 2319–2339.
