Disability-inclusive HRM in practice: a qualitative meta-synthesis of barriers and enablers

The verbal confrontation on the connection amongst supportability and human resource management is getting increasingly consideration in the scholarly level and among specialists. The jolt for developing another idea – practical human resource management – is connected with extensive variety of the reasons (as the negative impact of human resource management on human resources) and these themes are the object of the examination in this paper. Because of the way that there is no agreement on meaning of reasonable human resource management, the idea is seen in a lot of ways and distinctive models of economical human resource management are proposed. The paper intends to look at hypothetically the connection amongst manageability and human resource management by dissecting the different constituents of reasonable human resource management and by presenting the model for feasible human resource management, which includes the qualities of the idea and the negative results of human resource management on people.

Human Resource Management for the Hospitality and Tourism Industries takes an integrated look at HRM policies and practices in the tourism and hospitality industries. Utilising existing human resource management (HRM) theory and practice, it contextualises it to the tourism and hospitality industries by looking at the specific employment practices of these industries, such as how to manage tour reps or working in the airline industry.It initially sets the scene with a broad review of the evidence of HRM practice within the tourism and hospitality industries. Having identified the broader picture, the text then begin to focus much more explicitly on a variety of HR policies and practices such as:• recruitment and selection: the effects of ICT, skills required specific for the industry and the nature of advertising• legislation and equal opportunities: illegal discrimination and managing diversity • staff health and welfare: violence in the workplace, working time directives, smoking and alcohol and drug misuse• remuneration strategies in the industry: the ‘cafeteria award’ approach, minimum wage and tippingHuman Resource Management for the Hospitality and Tourism Industries is illustrated throughout with both examples of best practice for prescriptive teaching and discussion, and international case studies to exercise problem solving techniques and contextualise learning. It incorporates a user friendly layout and includes pedagogic features such as: chapter outlines and objectives, HRM in practice – boxed examples, reflective review questions, web links’ discussion questions and further reading.Accompanying the text are online supplementary lecturer materials including downloadable figures from the book, PowerPoint slides, further cases and extra exercises and points for discussion.

Offers insights into workplace empowerment by concentrating on the wider contemporary (UK) context of work, conceptualising work in the on‐going debates on human resource management (HRM) and postmodernity. Connections are made between theory and practice in HRM and postmodern critique, drawing on an empirical case study. Compares the postmodern motifs of consumerism and consumption, commodification and image projection and the HRM ideals of commitment, individuality and continuous development. Suggests that viewing HRM as discourse may enable a focus for, if not a reconciliation of, the debate between theoretical HRM and HRM in practice.

This chapter focuses on a relatively small number of African home-grown Multinational Enterprises (MNEs) to understand their specific human resource management (HRM) strategies, HRM structure, programs, and processes. In the HRM and international management literature there has been a long-standing debate over the convergence of HRM practices towards a single best practice HRM model that can be transported across nations by MNEs. The underlying limitations within the convergence-divergence debate is the fact that HRM convergence can be appropriate in delivering best practice HRM outcomes but may be less productive in different cultural and institutional contexts. An important strategic characteristic of African home-grown MNEs similar to other emerging markets MNEs from other emerging regions of Asia, South America and the Middle East, is their openness to change and the agility to risk-taking even in volatile regional markets across the sub-Saharan region.

A systematic review of literature on the relationship of human resources (HR) and organizational performance (OP) revealed a dearth of contribution from human resource development (HRD) in establishing the linkage. This linkage, which refers to the significant relationship between HRD and OP, is an important topic relevant to research and practice. The review utilized OP as the dependent variable to survey the state of human resource literature and thus, includes contributions from human resource management (HRM). The literature review revealed similarities and differences in the conceptualization of OP as a dependent variable between the two fields. On further analysis, the similarities and differences reveal convergence in specific areas of inquiry as well as emphasize the underlying differences in the philosophical assumptions of HRD and HRM. The independent contributions of HRD and HRM in establishing the HR–OP linkage also reflect the utilization of diverse research designs, methods of data collection, analysis, and findings. Both fields have focused on strategic contributions for improving organizational performance and are very much connected in practice. Much of the separation therefore, appears to be academic where competing views highlight a tension that exists in theory, research and what we know about effective HRD or HRM in practice.

Blockchain technology is anticipated to have a significant impact on human resource management (HRM) in the era of Industry 4.0. This study employs a literature review methodology and examines 42 relevant publications to identify key areas where blockchain technology can be applied in HRM. The findings reveal several crucial applications of Blockchain in HRM. Firstly, blockchain technology can effectively prevent interview fraud and enhance the reliability of the recruitment process. Secondly, it can improve training and certification processes, address pay equity issues, ensure fair performance evaluations, and facilitate employee relations. These applications are vital in enhancing the efficiency and accuracy of HRM practices. However, the study also highlights certain management concerns related to adopting blockchain technology, such as management's commitment, stakeholder collaboration, and data breach risks. Building upon these findings, a comprehensive discussion is initiated, summarising the contributions and critical findings of the research and emphasising the potential advantages of integrating blockchain technology into HRM. Additionally, the study examines the contributions made by existing literature and proposes directions for future research. Finally, a research agenda is put forth to explore the effective implementation of blockchain technology in practical HRM.

This study contributes to the growing literature on the intersection between human resource management and corporate sustainability (CS) and, in particular, on sustainable human resource management (interpreted here as HRM practices informed by the CS principles, thus aiming at economic, social, environmental and human sustainability simultaneously). In particular, this paper claims that the members of the HR professional community can increase their job satisfaction and decrease their intention to leave by implementing sustainable HRM. In addition, we test for the mediating role played by the meaning that HR professionals and managers attach to HR work. Indeed, when HR professionals and managers are involved in sustainable HRM perceive their job to become more meaningful as it has a broader scope which goes beyond the solely focus on economic performance, and that leads then to higher job satisfaction and lower turnover intention. The study, which is based on 176 questionnaires collected through a cross-country survey, has been developed in partnership between the authors and a leading European association of HR managers and professionals. Our findings, which in general extend the knowledge on the employees’ perception of CS—employee attitudes relationships, represent a data-driven argument for a more active role of HRM in developing Sustainable HRM.

The relationship between the human brain and human behaviour has always intrigued the researchers around the world. Technological innovations have propelled the growth of neuroscience and made possible its application in different fields, including human resource management (HRM). There are many HRM activities in which the application of neuroscience may useful, such as recruitment and selection, training and development, talent management, performance appraisal etc. Neuroscience fundamentals offer valuable insights and guidance for HR professionals. Through applying principles from neuroscience, organizations can gain a deeper understanding of their employees in order to manage them more effectively. The aim of this paper is to explore how familiar HR professionals in Serbia are with the use of neuroscience in HRM as well as to examine their attitudes towards the possibilities for its application, the advantages and disadvantages of implementing neuroscience in this field. An empirical study was conducted among 67 HR professionals in Serbia in 2024 through an online questionnaire. The results of the survey have shown that the majority of respondents (79.1%) are not familiar enough with the use of neuroscience in the field of HRM. However, the results of the study are still encouraging since 88.1% of respondents show willingness to learn about the possibilities to use neuroscience in HRM if they were provided the opportunity. HR professionals in Serbia believe that neuroscience in HRM may be used mainly for measuring employee stress levels, improving employee performance, increasing employee engagement, and improving the employment process. However, lack of knowledge, lack of understanding, together with huge implementation costs, resistance to change and ethical concerns present major barriers to implementing this innovation. The research has proved that this field is still underexplored in Serbia, but the fact that HR professionals show readiness to be educated in this field if they were given the opportunity is promising. It may be concluded that the integration of neuroscience into human resource management is still in its early stages and requires significant development. Organizations should find ways to understand how to make the best use of neuroscience in managing their human resources as potential benefits are expected to be significant.

Research Question: The study aims to identify the level of effectiveness in Human Resource Management (HRM) and its impact on employees’ satisfaction in the banking sector of Serbia. Motivation:The aim of this research is to measure the satisfaction of employees in the banking sector of Serbia. In addition to the overall goal of this study, it is necessary to list some specific objectives: ​​to provide human resource management (HRM) analysis, to focus on the main dimensions of HRM in practice, to present a test for measuring employee satisfaction in practice, to identify weaknesses in management that affect employee satisfaction and to propose measures to improve employee satisfaction and increase motivation. The research attempts to point out the basic driving factors for better work and effects, as common motives for all workers, such as salary, job interest, the opportunity of further progress, the degree of autonomy in the performance of tasks, and the possibility of personal affirmation. The challenge that puts the management of human resources and its application into practice becomes a very relevant field of inquiry. It is important to know the answer to the research question in order to arrive at a response to whether or not to comply with Pareto optimum: “When we know where and why we are headed, little things can point us to the right direction” (Debreu, 1954). The novelty in the study is that some aspects (career improvement and job security) bring employees a greater degree of satisfaction, while others (salary and business climate) are rated as bringing significantly lower levels of satisfaction. The work is based on the applied Kruger study (Kruger et al., 2008). It is used for research, because in this specific case it makes it possible to collect the results of mortgage execution on a sample of employees of 10 banks, whose results would be useful at the level of the banking sector in Serbia. Idea: The basic idea of this paper is to evaluate different levels of employee satisfaction with different dimensions of quality of work in banking institutions. The study involves analyzing the level of satisfaction from the aspect of selection and selection of employees, job security, employee salaries, career advancement, professional training and professional development, management style, job responsibilities, awards and recognitions and, finally, business climate as key dependent variables. The key independent variables are gender, age, education and length of service, as demographic characteristics of the respondents. Data: The analysis was carried out through a questionnaire sent to the employees of the bank. The target population is employed in the banking sector on the territory of Serbia. Among the different banks, this study takes into account ten banks. 93 questionnaires were available for statistical analysis. Tools: Statistical analysis of all collected data (Z-test, correlation analysis) were used to draw conclusions about relationships between variables, specifically what employees start in the organization. With the help of the Pierson correlation coefficient, statistical significance is determined, which shows motivational effects in the behavior of employees. Findings: The findings revealed a high level of effectiveness of all HRM practices. A strong positive relationship has been identified between the effectiveness of HRM and employees’ satisfaction. The study recommended improving financial compensation system of banks, which would positively increase the level of employees’ satisfaction. Contribution: This paper expands the existing research related to the developing employee motivation in the banking sector and formulates practical suggestions for increasing motivation and avoiding its relativization. Promoting transparency and publicity and an effective system of rewards, compensation and salaries according to merit and contribution to work tasks should be promoted. It is possible to achieve a business climate by respecting the individuality and dignity of each employee, and thus to build trust among employees and loyalty to the institution.

This study reports views of managers and workers about employment relationships and Human Resource Management (HRM) practice. Drawing on both qualitative and quantitative data collected in 2005, this paper specifically seeks to examine how a unitary legislative framework, along with the influence of HRM with its unitary underpinnings, has impacted on manager and worker views of employment relations in the New Zealand context. Data analysis revealed current views on employment relations closely paralleled the literature on best practice HRM, and insights provided by this group of managers and workers highlight what are considered to be the important employment relations issues being faced today

The use of Artificial intelligence (AI) in Human Resource Management (HRM) has become increasingly popular and has the potential to greatly impact HR professionals across various industries. This study aims to comprehensively understand how HR professionals perceive the use of AI in the HRM field. Through semi-structured interviews with 19 HR professionals from different industries, their responses were thematically analyzed. The research identifies four central themes that demonstrate the multifaceted role of AI in HRM: Utility of AI in HR Functions, AI Application in HRM, Upskilling for AI, and Innovative HR Practices using MAXQDA. This qualitative study provides valuable insights into how professionals across different industries perceive, adopt, and adapt AI within the HRM domain. The identified themes highlight both the opportunities and challenges AI poses in HRM, and offer valuable insights for HR practitioners, educators, and policymakers seeking to maximize AI's potential in HRM. The study provides evidence in support of the Resource Based View theory for the use of Artificial Intelligence (AI) in Human Resource Management (HRM). Furthermore, it proposes a comprehensive research agenda for investigating the mechanisms underlying the adoption and integration of AI in HRM.

An emerging source of competitive advantage for service industries is the knowledge, skills and attitudes of their employees. Indeed, achievement of a ‘service quality’ culture, considered imperative for competitive advantage in service organisations, supposedly results from the use of best practice human resource management (HRM), and from a strategic approach to their implementation. This paper empirically explores the use of these dimensions of HRM as a source of competitive advantage. It finds high-performing service organisations actively engage best practices across the areas of recruitment and selection, training and development, communication and team working. Evidence of a strategic approach to the implementation of these practices is also found.

The success of an enterprise depends on efficient management of human capital. However, the application and use of IT solutions supporting human resource management in practice is still insufficient. The article consists of four parts: preliminary observations, theoretical issues concerning problems of human resource management, an analysis of statistical data from companies and concluding remarks. The first part, preliminary remarks, draws our attention to the fact that organizations wishing to maintain a good market position in tough economic times should be focused on continuous improvement of their employees. Only a modern enterprise where knowledge management plays a leading role can survive and be competitive. The second chapter analyzes the literature related to the management of human capital in organizations. The third chapter analyzes statistical data from Polish companies related to the use of IT tools aimed at the development of employees. The article summary includes closing observations based on research conclusions.

This article aims to show through a case study analysis how a UK company has adopted policies that in practice appear to signify a move towards HRM techniques. The analysis discusses first the industrial setting that encourages the flourishing of HRM; second, organisational changes at corporate and company level; third, a model of HRM; fourth, the practice of HRM in a case study, using a goal method as the frame of reference; and, finally, the significance of the new approach in terms of the product life‐cycle.

Purpose The researchers wanted to find out a number of things. First, they wanted to assess the influence of strong unions on approaches to HRM. Second, they wanted to know if the strategic HR function had a positive effect on both person-centered and performance-centered HRM. Third, they tested the theory that the economic context had a significant influence on HRM practices. Companies in liberal market economies (LMEs), for example, were expected to adopt more performance-centered HRM, but for companies in coordinated market economies the reverse was likely to be true (CMEs). Design/methodology/approach Cristiani et al collected their data from the Cranet 2009 survey, the world’s largest comparative analysis of HRM practices. They sent out a questionnaire to senior managers responsible for HRM at private multinational companies. The authors sampled 3,406 firms across 14 countries. They placed six OECD nations in the LME group (Australia, Canada, Ireland, New Zealand, the UK, and the USA) and ten in the CME group (Austria, Belgium, Denmark, Finland, Germany, Japan, Norway, Sweden, Switzerland, and the Netherlands). Findings The data revealed that the strategic HR function had a positive effect on the adoption of both person-centered and performance-centered HRM. The study also demonstrated that a more powerful union presence encouraged the use of person-centered approaches, whereas it discouraged performance-centered ones. The data suggested that the variety of capitalism (VoC) moderated the relationships between the strategic HR function role and performance-centered HMR, but the same impact on person-centered approaches was not found. Originality/value Proof of the moderating effect of the VoC shows that HR professionals – especially at multinationals - need to align their practices with the larger context in which their company is operating. The most valuable finding for businesses was the impact of a strong union presence on which HRM practices were likely to be accepted, or rejected.