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The purpose of this paper is to explain why entry-level job applicants intend to leave their home country to work abroad by adopting the framework of country embeddedness (i.e. career and community embeddedness).

Hypotheses are tested using survey data of a sample of prospective healthcare entry-level job applicants (i.e. last year medical students) using hierarchical regression analyses and bootstrapping procedures.

Results show that, first, home country career and community embeddedness are negatively associated with self-initiated expatriation intention (SIE-intention). Second, developmental feedback reduces SIE-intention. This relationship is at least partly due to increased home country career embeddedness. Third, national identity reduces SIE-intention. The relationship is at least partly due to increased home country community embeddedness.

This paper advances the understanding of SIE by focusing on home country factors associated with the decision to work abroad, whereas the majority of current research mainly considers host country variables.

The purpose of this paper is to investigate the relationships between theoretically grounded telework factors and various individual and organizational outcomes of telework (overall satisfaction with telework, perceived advantages of telework, career opportunities and self-reported productivity).

Based on a literature review, ten telework factors that may affect individual and organizational telework outcomes were identified and empirically tested using the survey data of 128 teleworkers exercising different telework intensity and representing various sectors of the economy.

The bundle of theoretically selected variables explained a significant part of the variance of telework outcomes. Reduced communication with co-workers, supervisor’s trust and support, suitability of the working place at home were found to be the most important telework factors impacting different telework outcomes. Higher self-reported productivity was related to reduced time in communicating with co-workers, a suitable working place at home and the possibility to take care of family members when teleworking.

This study provides insights about the management of telework in organizations by highlighting the factors that promote the satisfaction, productivity and perceived career opportunities of teleworkers.

This paper challenges the results of previous research on the factors related with telework and its outcomes. Based on the job demands-resources theory, the authors identified the factors that serve as resources in generating positive telework outcomes, and the factors increasing job demands and reducing satisfaction with telework.

The association of calling with burnout is not well understood. This study investigates how calling influences burnout and what the roles of social worth and career stage are in this relation. Drawing from the Conservation of Resources Theory, we expect that calling may be negatively associated with burnout through increased social worth and that career stage moderates these relationships.

Based on a sample of 566 healthcare professionals, we conducted regression analyses with bootstrapping procedures to test the proposed hypotheses.

The findings show that social worth mediates the negative relation between calling and burnout. Additionally, the positive relation between calling and social worth was more pronounced for late-career employees; yet, the negative relation between social worth and burnout was stronger for early-career employees.

The findings suggest that searching and pursuing a professional calling is beneficial for individuals. Additionally, social worth is crucial in this relation and could be used to actively prevent burnout.

The study advances our understanding of the consequences of calling for employees by explaining the underlying mechanism between calling and burnout and its importance at different career stages.

The purpose of this paper is to provide an overview of past and current developments in human resource (HR) function in Lithuania.

The paper discusses the antecedents of HR function developments in Lithuania through an analysis of the country's demographic, economic, legal and cultural environments and historical human resource management (HRM) developments. Current HR function status is shown through findings of an HR manager/specialist survey conducted at 119 medium‐ and large‐sized organisations, which was part of the 2008‐2009 Cranet survey.

The majority of organisations have HRM departments and an HR strategy, and in about half HR is represented on the board and is involved to some extent in business strategy development. HR responsibility is shared by line management and HR function. About 90 per cent of organisations have a mission statement and a business strategy. Trade union power is currently low due to historic and political reasons; however, findings show that it is gaining more status. About half of the organisations have developed corporate social responsibility policies, though few offer non‐statutory social welfare schemes. Reward individualisation is higher among private‐sector employers. Downward communication is used to a considerable extent by both private and public organisations, while upward communication is more extensively practised by private‐sector organisations.

The paper discloses current HR function developments in Lithuania based on its historical heritage, antecedents in macro/micro environments and empirical data, which provide valuable insights for local organisations and foreign investors into current HRM status.

The paper discloses the influences on HR function developments and their current status in Lithuania, which are still under‐researched in the country, and contributes to HRM research in the Central and East Europe region.

The purpose of this paper is to introduce and contextualize this special issue of the Baltic Journal of Management and provide a route map for the reader through the various contributions.

This overarching paper contextualizes the theme and introduces the selected papers.

The findings call attention to the unique practice and research environment that is Central and Eastern Europe (CEE) and highlight the varying trajectories of these economies during the post‐socialist transition.

The evidence points to a dearth of research on contemporary management practice in CEE and suggests this research context to be an important test bed for the spread and institutionalisation of international practice.

Combined the papers explore aspects of the landscape of human resource management in contemporary CEE and showcase international theoretical and empirical work focused on this region.

The purpose of this paper is to look into the current corporate social responsibility (CSR) and human resource management (HRM) developments in Lithuania and to study the relationship between CSR, HRM and organisational performance outcomes.

A survey of 119 medium and large‐sized organisations (over 100 employees) in Lithuania was conducted to study CSR and HRM implementation in the country and to test the relationship between CSR, HRM and organisational performance outcomes.

In total, 78.1 per cent of the respondent organisations have a written or unwritten HR strategy. Only 38.8 per cent have a CSR statement, but more than half of respondent organisations have a code of ethics, corporate values statement and diversity statement (respectively 65.4, 63.0 and 53.1 per cent). Research findings show that there is a linkage between HRM, CSR and performance outcomes – organisations with more developed HRM, i.e. those where HRM performs a strategic role and the HR function performance is evaluated, have better developed CSR policies. The latter were found to have an impact on organisational and financial performance outcomes.

The study is built on the Cranet survey data, therefore not all CSR‐related HRM practices are analysed. Due to a limited number of organisations using CSR‐related HRM practices, the statistical analysis fails to determine statistically significant relationships between the usage of those practices, the level of CSR development and performance outcomes.

Organisations that are socially responsible and follow a strategic approach to HRM exhibit better performance outcomes, profitability in particular.

The paper confirms the existence of the HRM‐CSR‐performance linkage, i.e. organisations with better developed HRM, where HR plays a more strategic role and its performance is more evaluated, also have more developed formal CSR policies, which in turn has a positive impact on organisational and financial performance outcomes.

This paper aims to clarify the meaning of empowerment concept and determine its role in the HRM‐performance linkage.

A survey of 211 customer‐contact employees at 30 upscale hotels in Lithuania was conducted to study organisational empowerment, as a bundle of HRM activities, and its association with employee attitudes and behaviour.

A distinction was made between organisational empowerment, as a bundle of HRM activities, and psychological empowerment, as an employee work‐related attitude, and their role in the HRM‐performance linkage was defined. Organisational empowerment was positively related to psychological empowerment, job satisfaction, and affective commitment. Psychological empowerment and affective commitment were found to mediate the impact of organisational empowerment on customer‐oriented behaviour.

Data were collected in a single industry in Lithuania; therefore, further research in other services needs to be conducted to make generalisations on the applicability of the proposed empowerment‐performance model to other industries.

In the upscale hotel context, where employee turnover reduction and service quality improvement are critical, organisational empowerment can enhance employee job satisfaction, commitment, psychological empowerment and customer‐oriented behaviour.

The paper provides empirical evidence of the positive effect of employee perceived HRM practices (organisational empowerment) on HR‐related performance outcomes ‐ employee attitudes (psychological empowerment, job satisfaction, affective commitment) and customer‐oriented behaviour. Besides the role of empowerment in the HRM‐performance linkage is defined and empirically tested.

The purpose of this paper is to propose an “extended conceptualization of the business case” including both organizational characteristics and institutional conditions to analyse employer involvement in extra statutory childcare and leave arrangements. Special attention is given to Central and Eastern European (CEE) countries.

The (multi‐level) multinomial regression analyses included company‐level data on human‐resource practices of 2,865 firms nested in 19 countries, representing all European welfare state regimes.

The extended business case appeared fruitful in order to explain variations in employer involvement. Particularly, state support was found to be negatively related to employer involvement. In the liberal regime, employer involvement was high, but variations across organizations were significant. In CEE‐countries, employer involvement was lowest, and did not vary by organizational business‐case factors.

The paper used data from a cross‐sectional survey. To capture the long‐term trends, dynamics and nuances in employer involvement within and across various institutional contexts, a longitudinal in depth study is needed.

While state support in many CEE countries is declining, the analyses showed that employers will not automatically step in by providing additional work‐family arrangements. Social partners could use institutional pressure to stimulate a balance between state support and employer involvement.

The extended business‐case perspective contributes to the theory on the institutional embeddedness of decision making of employers. Moreover, it adds to the knowledge on employer involvement in institutional contexts which have hardly been studied before.

The paper aims to analyze the relationship between managers' informal learning and their job satisfaction in Lithuanian small and medium‐sized enterprises (SMEs).

The methodology of the survey has been developed in respect to the ideas on informal learning and job satisfaction. The questionnaire on informal learning factors was developed by the author. Also, the adapted Minnesota Satisfaction Questionnaire was used. A representative sample of 173 SMEs managers in Lithuania was surveyed.

The paper reveals the relationship between managers' informal learning and their job satisfaction in Lithuanian SMEs. Informal learning factors not only correlate with but also have an impact on job satisfaction. The survey findings correspond to similar surveys carried out in other countries.

The research could be replicated in large organizations as well as in other countries to confirm or deny the relations established in this survey.

Understanding and managing informal learning factors can help improve job satisfaction in Lithuanian SMEs.

The clarified concept of informal learning is presented. Also, the systematized set of informal learning factors is introduced and tested empirically.