After finding the appropriate people, the task of human resource management is to make them able to work successfully together. In the health care sector and other sectors alike, employee motivation is not only an area of psychological and sociological issues of work and work behavior, but behavior is also directed towards a goal that instigates needs in a person and the goal is to meet these needs. For this reason, many non-material strategies, such as job design, management style, participation, management by objectives, flexible working hours, recognition and feedback, organizational culture, training and career development and others, have been developed, forming a complete motivation system together with material strategies. Managers can influence the motivation of employees in the health care and other sectors in different ways and in different directions. Therefore, the manager's approach is primarily based on the concept of person, their nature and motivation. These stand as the basis for the development and application of specific organizational and managerial solutions. The subject of this paper is exploration and identification of strategies of non-material motivation of physicians and medical staff in Mostar. The objective of the survey is to explore the possibilities of improving the system of non-material motivation in the health care sector and to identify the methods of non-material motivation that can be applied in the management of medical staff. The survey was conducted on a sample consisting of medical staff in the city of Mostar and it included 79 respondents. The survey of staff opinions was implemented directly by a questionnaire or via Google survey form. The main conclusion of the survey was that the material motivators are the basis of motivational policies in any system. However, each system must direct its strategic activities towards development and application of various non-material motivational strategies. The results obtained by questionnaires were processed using the MS Excel and SPSS software tools. Average values, as well as median and standard deviation values, were calculated and analyzed for each statement. Key recommendations for the development of an integrated non-material motivational strategy for medical staff were finally defined upon measuring the significance of each of the proposed non-material motivational strategies.

The success of a company depends on the employees, so the challenge for managers is to monitor their needs continuously and find ways to encourage them to work and achieve goals. By using a combination of compatible material and non-material techniques within motivation strategies, managers link long-term company goals and rewarding employees for work and achievements. The aim of this paper is to get insight into the used motivation techniques and strategic approach to motivation in companies in the Federation of BiH (FBiH). The survey was conducted in early 2019 and covered 63 companies. The most commonly used material motivation techniques are salaries, bonuses, and paid leave, and the most commonly used nonmaterial techniques are appropriate working hours, information on work results and the possibility of advancement. Almost half of the managers state that there are established rules for motivating employees in their companies, slightly more than ¼ point out that there is an established plan for motivating employees that is continuously implemented. Only a part of the surveyed companies, have a continuous, systematic way of monitoring employee motivation. Assessing motivation and taking corrective action is most often carried out by top management, two or more times a year. The results indicate that some companies in the FBiH have not yet realized that the human factor is a key factor in achieving better business results. In order for motivation to be truly effective, it must be approached in a planned and continuous manner.

Živimo u vremenu brzih, dramatičnih, kompleksnih i nepredvidljivih promjena koje sve značajnije utječu na ponašanje, upravljanje i vođenje poduzeća. Takve promjene u okolini i promjene uvjeta poslovanja uzrokuju krizne situacije kao neplanirano i neželjeno razdoblje u poslovanju poduzeća ograničenoga trajanja s ambivalentnim ishodom. Krize i propasti poduzeća postali su konstanta i javljaju se ne samo u vremenima recesije nego i u vrijeme gospodarskoga rasta i dobre konjunkture. Ključno sredstvo za upravljanje kriznim situacijama postala je komunikacija. Širenje pravodobnih i točnih informacija svim zainteresiranima, pa i medijima (što uključuje i borbu protiv dezinformacija) ima veliku ulogu u djelotvornom upravljanju krizama. U radu su prezentirani rezultati empirijskoga istraživanja provedenog među poduzećima u Bosni i Hercegovini. Cilj je bio istražiti koriste li poduzeća nove društvene medije, konkretno društvene mreže, za komunikaciju sa svojim dionicima tijekom različitih kriznih situacija, jesu li ih dosad koristili, kakva su im iskustva te imaju li strateški pristup u pogledu novih (društvenih) medija i eventualnih kriznih situacija poduzeća.