As an invisible asset within a company, in achieving the impact on business processes, intellectual capital uses its three components -human

Employer brand represents an intangible asset which is the result of successful implementation of employer branding strategy that promotes the company as exceptional employer, provides the candidates with realistic expectations and fulfills the promises made to all employees. The main aim of the research is to prove that hotel companies should be strongly encouraged to develop employer brand, since this is one of the best ways to increase workforce performance. In terms of business operations, employer brand is monitored by means of appropriate dimensions (training and development, employer reputation, work/life balance, corporate social responsibility, business culture). Testing of research hypotheses was performed using regression analysis and ANOVA test. Results indicate statistically significant impact of employer brand on workforce performance and statistically significant difference in the level of accomplished average workforce performance among different category hotels.

PurposeThe study aims to assess the relative impact of intellectual capital (IC) as opposed to tangible assets on profitability and employee performance in hotels in Serbia before and during the coronavirus disease 2019 (COVID-19) pandemic.Design/methodology/approachThe current study was undertaken in 2019, the year before COVID-19, and 2020, the year of COVID-19's major impact. This study utilizes the Value-Added Intellectual Coefficient (VAIC) as a measure of efficient use of IC. Financial data were collected from 163 hotels in Serbia. Structural equation modeling (SEM) was used to test the proposed hypotheses.FindingsThe results revealed that IC was a relevant factor for both profitability and employee performance before and during the COVID-19. However, the study reveals a negative moderating effect of tangible capital efficiency (TCE), meaning that with the increase of TCE, the relationship between IC and performance becomes weaker.Research limitations/implicationsThe main limitation of the study is rooted in VAIC's ability to fully incorporate all elements of IC, leaving the relational capital out.Practical implicationsTo achieve better performance, hotel management should direct resources more towards IC and less toward tangible assets, which implies doing more with less.Originality/valueThe results indicate the importance of IC in a period of crisis for the industry and economy that are not recognized as knowledge intensive. To the best of the authors' knowledge, no other study has attempted to assess the relative contribution of tangible assets and IC before and during the COVID-19 pandemic.

Intellectual capital in the knowledge economy is recognized as a key driver of value creation in the banking sector, which affects the business results of banks and the success of realization of business activities. The efficiency of the use of intellectual capital depends on the employees, which points out the need to analyse the relationship between intellectual capital and the efficiency of employees. The aim of the research in this paper is to identify the relationship between intellectual capital and indicators of work results of employees in the banking sector of the Republic of Serbia. The sample consists of all banks which, according to the data of the National Bank of Serbia, operated in 2018. In order to test the research hypotheses, correlation and regression analysis is used. The results of the research clearly show that intellectual capital affects employee productivity. The coefficient of capital employed efficiency has the most significant impact on employee productivity.

Sažetak:Izvori održive konkurentske prednosti i ključni resursi diferenciranja kompanija na tržištu jesu talentovani pojedinci koji svojim znanjem i sposobnostima ostvaruju visoke rezultate u jedinici vremena. Jedan od načina privlačenja talenata u kompanije jeste razvoj atributa poslodavca, koje jednu kompaniju čine atraktivnom na tržištu rada. Cilj rada jeste posmatranje atraktivnosti poslodavca i njegovih atributa iz ugla potencijalnih zaposlenih. Na osnovu pregleda do sada sprovedenih istraživanja, zaključuje se da izgradnja imidža atraktivnog poslodavca čini značajan deo strategije brendiranja poslodavca koja doprinosi privlačenju talentovanih pojedinaca u kompanije. Razvojem atributa atraktivnog poslodavca kompanija stiče određene koristi izgradnjom odgovarajuće strukture radne snage. Ključne reči: atraktivnost poslodavca / brend poslodavca / ljudski resursi / talenti UVOD Savremeni trendovi poslovanja, kao i promene u demografskoj strukturi stanovništva dovode do toga da poslodavci moraju svoje poslovne aktivnosti usmeravati ka izgradnji imidža atraktivnog poslodavca na tržištu radne snage. Poslodavci grade svoju atraktivnost kako bi se diferencirali na tržištu, u svesti različitih interesnih grupa, u koje spadaju i zaposleni i potencijalni zaposleni. Deo strategije brendiranja poslodavca 1 Univerzitet u Kragujevcu, Fakultet za hotelijerstvo i turizam u Vrnjačkoj Banji,