European higher education institutions (HEIs) in the last two decades have faced a number of challenges: reduced public funding, increased competition from foreign and private universities, constant pressures and demands for their greater quality, and constant changes of education laws and legal regulations. The only way for fast adjustment of HEIs to the new competitive conditions is to explore all possibilities for effective implementation of some of the most popular management concepts such as Balanced Scorecard (BSC) system. Although the application of the BSC in the business sector is well documented, limited research has been reported regarding the application of the BSC in the education sector. For this purpose, relied on the existing literature, reported results and experiences from its implementation in business, firstly, we propose a suitable process for building a BSC system for HEI, and then we design a specific Strategy map and BSC system applicable for the Faculty of Economics-Skopje, Ss. Cyril and Methodius University, easily adaptable for implementation in other HEIs.

Based on our search in the Scopus data base with the phrases: "bibliometric analysis" and "performance measurement" and "business, management and accounting" in title - abstract - keywords we have not found any study considering this topic. Taking into account the importance of performance measurement in business, management and accounting we have conducted a bibliometric analysis in this area in the Scopus database. Our analysis covers the first 1,000 journal published articles with most citations and the period is 42 years (1978-2019). We provide analysis and visualization on distribution of articles per year, top journals, most cited articles, top authors, country-co-authorship as well as in depth keywords co-occurrence analysis by mining the abstracts. This study will serve as a starting point for researchers and practitioners interested in measurement of performance in business, management and accounting.

Abstract

This paper elaborates the issue about job satisfaction, observing it through the prism of the factors that lead towards its achievement, but also observing whether its absence has an impact on the employees’ behavior in the organization, employees’ productivity, absenteeism, fluctuation, as well as customers’ behavior, satisfaction and loyalty. Based on a sample of 100 employees with different gender, educational and age structure from one of the leading manufacturing companies in the Republic of Macedonia, this research revealed which factors cause job satisfaction of the employees in the Republic of Macedonia, whether the demographic characteristics influence the differences in the ranking of these factors, as well as which conditions and processes at the workplace, the absence of job satisfaction affects significantly. We can conclude that employee job satisfaction in the country is largely determined by the factors that enable the realization of self-esteem and self-realization needs, according to the Maslow's hierarchy of needs, while the wages and the financial rewards and benefits are not ranked as the most significant factors observed at the level of all respondents. Analyzing them individually, according to gender, as well as by the level of education, which often arises as a reason for the difference in the choice of the respondents, the findings show that the financial motivators have key influence on the job satisfaction of the male employees, as well as of those with completed secondary education.

This paper addresses the issue of the importance and necessity of introducing constant organizational changes and their impact on employee stress as one of the primary pull factors of the employee turnover intention. In this regard, human resource managers in organizations are becoming increasingly aware that hiring and retaining talents are the most important determinants of success in the complex global world and that they must work more intensively on modernizing the process of change management to help employees, not only for acceptance, but also for their involvement in the change implementation process. The number of respondents from the processed data so far is 439 employees (differing according to their demographic characteristics). The purpose of this paper is to determine whether there is a statistically significant difference between the four different types of organizational change according to the Cummings and Worley (2014) organizational change classification (Human process changes; Techno-structural changes; Human resource management changes and Strategic changes), regarding their impact on the employee emotional state, as well as which type of organizational change has the most significant impact on employee stress in the Republic of North Macedonia. The survey findings contributed to the conclusion that Macedonian employees in terms of their feelings of fear, anxiety, nervousness, etc., equally perceive the impact of the different types of organizational change. More specifically, there are no statistically significant differences between the impacts of the different types of organizational change over the stress they face because of these changes.