The performance of the employees and productivity of each individual, in general, have been badly affected because of the COVID-19 pandemic. Organizational citizenship behavior is regarded as an interpretation of the performance of the employee which is essential to contribute more to the organization’s processes and success. Therefore, to increase the organizational effectiveness and achieve its goals, it is crucial to understand the factors affecting the organizational citizenship behavior of the employees. This study aims to examine the impact of perceived organizational support on organizational citizenship behavior with the mediating role of employee engagement and affective commitment. To collect the data for this study, a linear snowball sampling method was used, and 380 foreign employees working in different service companies in Hungary participated in the survey. Structural equation modeling (SEM) was used to test the proposed hypothesis. The results of the study revealed that perceived organizational support positively associated with organizational citizenship behavior and this relationship is also strongly mediated by employee engagement. On the other hand, employee engagement and affective commitment pose a direct positive influence on organizational citizenship behavior. This study has theoretical and practical implications as it will provide a comprehensive framework to better understand the factors influencing the organizational citizenship behavior of the employees.

The frequent world changes raised by globalization, new technology development, and the increase in migration movements have generated an immensely diversified workforce. To face these challenges, managers started to seek the best strategies to effectively run this mixed environment and implement the leading diversity management policies for human resource management sustainability, which is also considered as very constructive in boosting employees’ performance, motivation, satisfaction, as well as their work engagement. Consistently, this paper examines the impact of service companies’ diversity management systems on employees’ engagement and the moderating role of organizational trust and job insecurity in that relationship. As we opted for a quantitative study, we managed a survey based on a questionnaire dedicated to 580 employees working in Hungarian companies, specializing in Marketing, Management consulting, IT, and logistics services, to effectively assess the hypothesis concluded from the literature review. With the use of structural equation modeling (SEM) as a data analysis tool, our findings reveal that diversity management has a positive significant effect on Employees’ engagement and that organizational trust and job insecurity truly and significantly mediate that association. Along with social exchange theory, our research contributes to affirming that by implementing proper diversity management practices and by ensuring a trustworthy environment and outstanding work conditions, managers are constructively able to assist their employees, raise their involvement, and minimize the level of job insecurities.

In recent years, the sense of responsibility among companies and organizations has increased manifold because of external pressure towards environmental sustainability. There are several measures taken by the organizations to work in a green or eco-friendly manner, and among these measures, green human resources management has become an important practice of an organization. This study explores the role of Green human resources management (green HRM) in predicting the green work engagement (GWE) of employees. The study surveyed employees from three big energy companies that operate in Hungary. The research focused on four main practices of Green HRM and aimed to find out whether they can predict green work engagement. In this study, self-administered questionnaires were used as a tool for collecting the data through online channels, and around 238 employees responded to fill out the questionnaire. After collecting the data, hypotheses were tested by using SEM analysis to fulfill the study's objectives. The results indicated that only green rewards, green training, and green performance management significantly predicted GWE. In contrast, green performance management was not a significant predictor of GWE. The study tries to bring better understanding for the managers, policymakers, and future researchers to identify the role of these practices in an organization. 

With the fact that studying abroad has gradually become the priority choice for students to pursue higher education, the number of international students is undergoing dramatic growth. However, little is known about the entrepreneurship of this growing group. Moreover, a considerable number of researchers propose that entrepreneurial self-efficacy is one of the critical factors that influence individuals to make entrepreneurial decisions in the entrepreneurial domain. Therefore, this paper takes a group of international students as its research object to explore the impact of the four capability dimensions of entrepreneurial self-efficacy on entrepreneurial intention (EI) and its relationship with demographic characteristics in the Hungarian context. The four capability dimensions tested in this study include operation and management capacity (OMC), relationship coordination capacity (RCC), risk tolerance capacity (RTC), and innovative and opportunity identification capacity (IOIC). To test the hypothesis in this paper, the hierarchical regression and independent samples t-test are used. The results show that OMC, RTC, and IOIC have a significant impact on the EI of international students, but RCC has not been confirmed. Additionally, the demographic characteristics of international students are associated with their EI in the context of Hungary. This finding contributes to adopting more effective and comprehensive entrepreneurial practices for relevant institutions.