The purpose of this paper is to analyze the moderating effects of organizational culture and organizational culture dimensions on the relationship between job satisfaction and work-life balance. The research also analyses the differences in the perception of organizational culture and its dimensions between managers and nonmanagement employees in the wood product manufacturing industry. Methodology: The research was administered to 200 employees from five wood product manufacturing companies. Data was collected on the organizational culture, organizational culture dimensions, job satisfaction, work-life balance using Organizational Culture Instrument (OCI), VOX Organizationis and single-item measures of job satisfaction and work-life balance. The collected data was analyzed using descriptive statistics, reliability analyses, Person correlation, hierarchical multiple regressions analyses and Poisson regression analyses. Results: The findings of the research indicate perceptions of organizational culture differ between managers and non-managers. Employees that are exposed to participatory management style are less likely to report negative work-life balance. Conclusion: This research investigates an underresearch topic of organizational culture and dimensions in the wood manufacturing industry, and its relationship with employee job satisfaction and work-life balance. Managers in this industry will benefits from applying the findings in everyday practice.

The aim of this study is to examine whether the prevalent and fairly long unemployment spell of young Macedonians, Serbians and Montenegrins early in their career has negative effects on their subsequent labour-market performance: the so-called employment scarring. We first model unemployment spell as a function of individual and household characteristics and work attitudes and preferences using a discrete-time duration method. Then, we estimate the survival probabilities to examine the potential existence of employment scarring. The results provide some evidence for the potential presence of employment scarring in the three countries. The scars are largest in Serbia for all durations of the unemployment spell followed by Macedonia; they are weakest in Montenegro.

In a today's ageing world, where companies are facing an increasing share of older employees, it has become essential to understand the preferences and potential of this emerging group of workers. The focus of this research is to identify the age related preferences of leadership using Theory X and Theory Y developed by Douglas McGregor. The results suggest that the majority of employees prefer Theory Y management style over the Theory X style. Regardless of the age of employees, evidence shows that the results were in favour of Y Theory management style. In addition results capture the reflection of the preferred leadership style in relations to turnover, trust and job satisfaction of employees.

This article focuses on organizational alignment as a very important aspect of the organizational functioning. Organizational alignment is a complex concept and is sparsely researched and measured especially in South East Europe. There are different theoretical views on alignment but most of them focus on organizational culture, the values and the structure and strategy as main elements of alignment. Therefore, the model outlined in the paper, Vox Organizationis, proposes that the alignment should be achieved between the non-formal aspects of the organizational functioning appraised by the organizational culture as seen by the employees and the values of the organizational leader as non-formal aspects of the organizational functioning, and the formal aspect visible in the strategy, structure and policies of the organization. The paper presents a case study of one company from the ICT sector in the Republic of Macedonia to show the application and the usefulness of the model. The results in that company show good levels of overall alignment with few areas that need improvement. The significance of the paper is not only in outlining the results of the case study company, but also in showing the applicability of the model in achieving better organizational alignment.

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