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The purpose of the paper is to explore the interrelations between organizational trust and ethics management tools as well as ethical organizational practices in a post‐socialist context.

A conceptual framework of the interrelations among organizational trust, ethics management tools and ethical organizational practices is reasoned and the interrelations among the variables are explored using quantitative methods of data analysis. The method of data gathering is a questionnaire survey that was carried out in Lithuania which is taken as an example of a post‐socialist society where trust is rather low. In total, answers from 519 respondents were collected.

The empirical findings confirm the interdependence of the variables. A significant dependence of organizational trust on ethical organizational practices has been established.

The research findings imply that ethics management tools just weakly predict emergence of organizational trust in the organizations operating in a post‐socialist context. Rather, organizational practices which integrate ethical principles are considerably more important to building organizational trust. This is a peculiarity of a post‐socialist context where people were used to the relativity of the declared values and ideas, therefore, tend to search for evidence of value realization in practice. However, since post‐socialist societies differ in their socio‐historical past, this claim is not a generalization.

The paper provides managerial implications how to advance organizational trust in a post‐socialist context.

The research paper provides empirical evidence on the interrelations among organizational trust, ethics management tools and ethical organizational practices, which is scarce in the existing literature on organizational trust. In particular, neither the interrelation between ethics management tools and organizational trust nor a combined effect of ethics management tools and ethical organizational practices on organizational trust has been empirically tested. Thus, the paper fills in this gap in the related literature.

Employee turnover has lately considerably increased in the Lithuanian hospitality industry. Given the fact that organizational commitment is negatively related to employee turnover, the research aim is to determine the level of employee organizational commitment as well as their empowerment, which can be viewed as a possible means of stimulating employee commitment, as well as the interrelationship between employee commitment and empowerment.

A questionnaire survey was carried out among customer‐contact employees of Lithuanian upscale (four and five star) hotels.

The levels of both organizational commitment and organizational empowerment in Lithuanian upscale hotels are rather low, while the correlation between them is rather strong. This implies that improvement of conditions that foster empowerment would lead to a higher level of employee organizational commitment, especially the level of affective commitment that is of greater importance for the organization, as in this case commitment rests on common values and stimulates emotional attachment to the organization.

This paper gives evidence that by developing certain organizational conditions Lithuanian hotel management may raise the level of employee empowerment and commitment, which in turn can lead to a decrease in employee turnover.

The paper presents the state of employee commitment and empowerment levels in Lithuanian upscale hotels, and demonstrates an interrelationship between organisational commitment and employee empowerment.

The purpose of the paper is to outline and analyse the limitations and opportunities of decentralised human resource management (HRM) in the public sector.

The paper is based on a case study of the Estonian Central Government.

It is demonstrated that the absence of a central human resource strategy, combined with fragmentation, insufficient coordination and a lack of common values throughout the public service as well as with other limitations related to the country's post‐communist legacy has hindered a systematic approach to public service HRM. However, the paper also reveals that a decentralised setup of HRM has enabled Estonia to flexibly conduct major reforms on the organisational level during the transition of the 1990s and in the following Europeanisation period.

Although the case study method limits the extent to which findings of the study may be generalised to other countries and settings, there are still several lessons to be learned from the Estonian case of no central HR strategy.

The practical recommendations are related to the applicability of the strategic HRM model, path dependency of the development of HRM and the strategic fit between a country's HRM model and the wider context in which it is applied.

The paper provides a new look to the macro‐level HR policies and to the institutional setup of central HR coordination in the context of fast reforms.

The aim of this paper is to examine how the cultural context and other institutional factors may influence the amount of direct communication with employees in nine European countries.

Nine countries were selected from the Cranfield Network on Comparative Human Resource Management database varying from high to low context. The dependent or criterion variable, was direct communication, independent variables were organization size age and industry, strategic role of human resource management (HRM), union presence and communication culture context. Data were analysed using one‐way analysis of variance and hierarchical regression.

The results show that cultural communication context, union presence and strategic role of HRM all have an influence on direct communication. The authors also see that union presence and cultural context interact.

The paper relied on data collected from the human resource managers of the organizations; therefore the authors do not know how the communication is perceived by the employees themselves. Future research can investigate not only the amount, also but the quality of the communication by collecting data from employees.

In today's environment where people from different cultures and companies from different legal systems are increasingly working together, the authors need to realise that context matters. What has worked in one environment may not be successful in another. The authors need to develop models that can guide managers in how they can deal with the differences and be effective in communicating with their employees.

The paper investigates direct communication in low‐ and high‐context countries as well as medium‐context countries. European integration provides a move towards convergence in some practices, however, there remains cultural differences between groups of countries.

Governance involves the maintenance and improvement of the quality of life and safety of the people. It is a collaborative process that describes the cooperative efforts of all levels of government to ensure that the people enjoy a decent living and are protected from disasters and outbreaks such as the COVID-19 pandemic. Now, the world is facing a new normal arrangement in almost all the economic and social sectors because of restrictions that are brought about by the pandemic with severe challenges on governance and public service delivery. There is an increasing need, therefore, for policymakers to adjust the pattern of public service delivery and policy formulations to curtail the spread of the virus amidst several conspiracies. This chapter adopts the conspiracy theory to explain how the disbelief concerning the existence of the virus promotes its spread in the workplace and the need to embrace and enhance digital transformations in areas such as teleworking, flexible working, health and safety at the workplace, and work-life balance, for optimal service delivery. Data for this chapter were generated through the review of extant literature. The paper makes relevant recommendations for policymakers, managers and administrators in this dispensation and beyond.