Ostensibly, theories from the eastern and western worlds have emphasized different aspects of character, while in India, greater importance is attached to character building. We must understand that character building establishes surroundings for the human being with distinct values and virtues persisting inside him. This study attempts to explain the importance of the character merits of young managers in mitigating volatile, uncertain, complex, and ambiguous (VUCA) challenges encountered in a business journey. This scholarly effort, with a framework of being reflective and expressive, attempts to capture empirical and qualitative data, hence presenting a model and explaining the connection between the character of young managers and VUCA. The authors initially mine on what character implies and how it could be plausibly examined. Character, as a manifestation, is qualitatively distinguished as a sum of one’s bent of mind, embracing the brighter part of good qualities and consolidating a frame to capture the countenance of a genuine personality. We must understand that for organisation’s growth and sustainability, it is vital for the human resources department to maintain a training methodology that is systematic and focused on character building.

Lifelong learning is the core content of university education work in the new period, and it is also the basic task of education work in colleges and universities. The second classroom is a kind of organized and planned educational and practical activities aiming at cultivating students' extracurricular ability and comprehensive quality. In the context of the new era, emphasizing and strengthening the construction of the second classroom in colleges and universities is an inevitable requirement for improving the quality of ideological and political education in colleges and universities. At present, there are still some problems in the moral education of the second classroom in colleges and universities in China. In order to enhance the effect of moral education in the second classroom of colleges and universities in the context of the new era, it is necessary to make a clear target positioning of the moral education of the second classroom, improve the process between the second classroom and the first classroom, and establish a three-dimensional system of moral education in the second classroom, so as to enhance its infectious and persuasive power.

The research is focused on the evolution of the enterprises, in the field of specialized professional services, medium-period, enterprises that implemented projects financed within Regional Operational Program (ROP) during the 2007–2013 financial programming period. The analysis of the economic performance of the micro-enterprises corresponds to general objectives, but there can be outlined connections between these performances and other economic indicators that were not considered or followed through the financing program. The study case is focused on the development of micro-enterprises in the services area, in the Central Region, Romania (one of the eight development regions in Romania). The scientific approach for this article was based on a regressive statistical analysis. The analysis included the economic parameters for the enterprises selected, comparing the economic efficiency of these enterprises, during implementation with the economic efficiency after the implementation of the projects, during medium periods, including the sustainability period. The purpose of the research was to analyse the economic efficiency of the selected micro-enterprises, after finalizing the projects’ implementation. The authors intend to point out the need for a managerial instrument based on the economic efficiency of companies that are benefiting from non-reimbursable funds. This instrument should be taken into consideration in planning regional development at the national level, regarding the conditions and results expected. Although the authors used regressive statistical analysis the purpose was to prove that there is a need for additional managerial instruments when the financial allocations are being designed at the regional level. This study follows the interest of the authors in proving that the efficiency of non-reimbursable funds should be analysed distinctively on the activity sectors.

The current research note is written for personnel managers and MBA students, aiming to raise awareness of the importance of work-life balance in employee management policies. In the intersection of work and personal life, the work-life balance is the equilibrium between the two; more specifically, the work-life balance explains the relationship and interaction between an individual's job and their private life. In the research note, we first introduce the concept and characteristics of work-life balance through relevant literature. We then argue the significance of incorporating work-life balance into employee management practices, as the concept of work-life balance helps managers appreciate individual differences and develop more human-oriented awareness in management. We encourage managers to adopt transformational leadership in their management, in which the concept of work-life balance should be embedded in the design and implementation of employee management policies. By giving more autonomy to the employees through work-life balance policies and practices, employees are more likely to appreciate the work and make more contributions accordingly. Practitioner points are also recommended.

In the rapidly evolving landscape of contemporary business, the strategic alignment of employees with their designated roles is a pivotal determinant of organizational success. Employee misfit, characterized by a misalignment between employees’ skills, interests, and assigned roles, poses formidable challenges to individual and collective performance. This comprehensive research report delves into the intricate implications of employee misfit, explores evolving trends in career consciousness among job seekers, outlines the multifaceted challenges HR managers face, and fervently advocates for implementing a comprehensive selection process to address this prevalent issue effectively. The report underscores the proactive role of management in cultivating a supportive work environment, fostering diverse career pathways, and embedding an inclusive selection framework to confront and mitigate the persistent issue of employee misfit.