HR Managers’ Perspectives on Telework: A Qualitative Interview-Based Analysis

In line with the current discussion on Human Resource Management (HRM) professionals, we claim that HRM professionals are confronted with a critical challenge: they have to master the tensions between HRM as a profession on the one hand and the needs of maintaining power within their organization on the other. In this paper we explore whether HRM professionals perceive tensions stemming from changes in their professional role, their organizational roles and their position, where these tensions come from, and which strategies are used to cope with them in their daily practice. We build our theoretical frame on Bourdieu's Theory of Practice and conceptualize HRM professionals as actively contesting both their own as well as their groups' interests without losing sight of structural influences. Moreover, this theoretical framing allows us to assume that professional positions in organizations are inherently based on contradictions and tensions and so highlights these facets of HRM professional practice as well as focusing attention on coping strategies. Our empirical study is based on 21 interviews with German HRM professionals from large enterprises. The results show three main sources of tensions HRM professionals perceive within their organizations. These tensions stem from what we refer to as their various “sandwich” positions, from scarce resources, and from conflicts with line management. Our results show that these tensions are handled by HRM professionals as they dispose of suitable habitus aspects and professional capital. We identify four strategies that HRM professionals deploy when dealing with the tensions: the strategic consultant strategy, the active HRM service provider strategy, the HRM controller strategy and the qualification strategy. All of these strategies enable HRM professionals to maintain or even broaden the power position of HRM within their organization.

Although research has identified many of the competences that human resource management (HRM) professionals need, limited research examines how competence expectations can be met in HRM courses. This study sought to generate the knowledge required to align HRM courses with competence statements in the recently revised Australian Human Resources Institute Model of Excellence. To accomplish this aim, focus groups and interviews were conducted with HRM professionals from private, public and not‐for‐profit organisations. Findings suggest that the process of aligning course curricula with the MoE is challenging for several reasons, including: competence statements are subject to varied interpretation; subjecting each statement to a learning needs analysis is complex; it is difficult to cluster the wide range of knowledge areas that must be covered into coherent units of learning. This paper explores the appropriateness of using a generic competence model in a curricular‐influencing role and outlines implications of our findings for practice and research.

PurposeAmid challenges posed by the COVID-19 pandemic, fostering employee creativity has become paramount for organizations. However, there is a scarcity of research on digitalization of the workplace and its implications for implementing high involvement work systems (HIWSs) in organizations, particularly in relation to their impact on employee outcomes, such as creativity and job satisfaction. Additionally, limited attention has been given to the role of job level and organizational type in driving change during times of adversity. This study aims to examine the factors within the HIWSs model using the PIRK model – power (P), information sharing (I), rewards (R) and knowledge (K) to explore how HIWSs shape the extent of power individuals have over their employment, the sharing of information, the types of rewards that engage and motivate employees and the knowledge required to fulfil employees’ responsibilities effectively, both individually and collectively.Design/methodology/approachUsing a qualitative research methodology, this study uses thematic analysis for data collection, analysis and interpretation. Semi-structured interviews (n = 48) served as the primary data collection method. Using the theoretical lenses of high-involvement practices and employee perceptions of PIRK, the effect on employee creativity and job satisfaction is analysed.FindingsThe findings of this study reveal that employee creativity is significantly influenced by how employees perceive power, information, rewards and knowledge. Moreover, the study highlights the role of transformational and transactional leadership in shaping employee perceptions of power, information and knowledge within HIWSs. A high perception of PIRK is found to positively impact employee job satisfaction.Research limitations/implicationsThis study offers valuable insights for human resource management (HRM) professionals seeking to make informed decisions regarding best practices and initiatives for enhancing employee outcomes in the post-COVID era. By recognizing the pivotal role of HIWSs and their influence on employee perceptions, organizations can strategically implement HIWSs to foster creativity and job satisfaction. Furthermore, this research contributes to the existing literature by examining the interplay between HIWSs and the PIRK model in the context of workplace digitalization, emphasizing the importance of adapting HRM practices to address the evolving needs of the modern workforce.Originality/valueThis study will help HRM professionals in making informed decisions on the best practices and initiatives to enhance employee outcomes in the post-COVID era. This paper adds to the existing literature on HIWS and PIRK in the context of workplace digitalization.

Historically, the role and function of Human Resource Management (HRM) professionals has focused on the internal management of employees in their workforce from the point of recruitment to hiring and eventual placement of qualified personnel. However, with the onset of multiple technological advancements, as well as economic, political, cultural, and managerial trends changing and impact every organization’s workforce—today’s HRM professionals have to be more versed and specialized to deal with not only internal placement of employees, but sometimes have to deal with the outsourcing of work functions and assignments in order to best meet the ever-changing needs of a global organization. Consequently, organizations in today’s global environment demand more return on their investment and have increasingly been outsourcing work to other professions to accomplish their organizational needs and goals, especially some of the functions of the HRM department.

This study examines the relationship between human resource management (HRM) and emergency management (EM) within two local governments. We examine the processes and associated challenges of HRM supporting EM practitioners to develop the skills to engage with the local community. Social exchange theory provides the theoretical foundation to explore and report the qualitative data. Research findings indicate that the relationship between HRM and EM is fragmented, and there is no comprehensive understanding among HRM and EM practitioners of the entire EM process. We suggest that enhancing collaboration between HRM and EM professionals within local governments may be achieved through greater formal and informal network management. HRM professionals must invest in developing managerial practices that engage key EM stakeholders, and mobilise their knowledge and resources to frame and co‐create solutions for EM challenges.

Purpose – The “adult third culture kid” (ATCK) is an individual who has spent significant periods of childhood living outside his or her parents’ culture(s). Research is needed to identify specific experiential variables responsible for the development of components of cross-cultural competencies (CC) in ATCKs. The goal of this study is to gain insight into these relationships and provide a foundation for continuing investigation by examining how early international experience and personality variables impact CC in ATCKs. Specifically, the study examines how four components of early international experience and two characteristics of stable CC impact three dynamic characteristics of CC. Design/methodology/approach – Study participants (159) had spent their childhood years living in one or more foreign countries. In all, 54 percent of the sample was women, and the average age was 22 (SD=1.52). None of the subjects had any international work experience, allowing us to look at the impact of non-work experience without the confounding effect found in other research of this type. Data were collected at the beginning and end of a three-week period. Findings – There are five important predictors of CC in ATCKs: variety of early international experience (number of different countries lived in), language diversity (the number of languages they speak), family diversity (the number of different ethnicities in their family's background), and the personality trait of openness to experience. Research limitations/implications – The generalizability of study findings is limited by the nature and size of the sample. In addition, the single source sample of this study is also a limitation, as single source samples are subject to common method bias. We reduced this potential bias by using a time lag (Podsakoff et al., 2003) to create a temporal separation between the measurement of the predictors and the dependent variables, a procedural remedy suggested by Podsakoff et al. (2003). Practical implications – The practical uses for the findings of this study by human resource management (HRM) professionals are in the areas of hiring and assignment of expatriate managers. Study findings provide HRM professionals with an initial set of criteria to assist in the process of identification and training of expatriate managers. Global organizations have traditionally used training to increase the pool of effective global managers. This study provides initial evidence that identification of individuals with early international experiences should prove a useful addition to the process of selecting candidates for foreign assignment. Social implications – The practical uses for the findings of this study by HRM professionals are in the areas of hiring and assignment of expatriate managers. Study findings provide HRM professionals with an initial set of criteria to assist in the process of identification and training of expatriate managers. Global organizations have traditionally used training to increase the pool of effective global managers. This study provides initial evidence that identification of individuals with early international experiences should prove a useful addition to the process of selecting candidates for foreign assignment. Originality/value – To the best of our knowledge this is one of the first studies to empirically examine ATCKs and provides a starting point for future researchers in this area. Obtaining a sample of ATCKs is extremely challenging.

This study examines the perceptions and sentiments of Human Resource (HR) Management professionals regarding the adoption and application of Generative AI (GenAI) technologies. Findings reveal that individual and organizational factors significantly influence HR professionals’ attitudes toward GenAI and their behaviours when utilizing these tools. Exposure to GenAI tools fosters an appreciation for their potential, particularly in automating routine tasks and enabling a shift toward more human-centric, value-added activities such as employee engagement, strategic talent management, and personalized employee experiences. However, skills deficits and organizational barriers, including data security and ethical use concerns, remain significant challenges to sustained adoption. While exposure to GenAI tools builds confidence, a lack of organizational support and opportunities to practice using these tools limits their integration into daily HR practices. The study highlights the critical need for robust governance frameworks, clear guidelines, and hands-on opportunities to build technical competence and confidence in AI utilization. Addressing these systemic issues is essential for enabling HR professionals to fully leverage the transformative potential of GenAI and contribute to more impactful and human-centred HR practices.

Human Resource Management emerged as a concept in the 1980s. The rebranding of personnel management quickly gained popularity, but many organizations needed to become acquainted with the evolution of theoretical research underlying this concept. This study aims to provide a brief and accessible overview of human resource management's evolution and current research in this field. An analysis of research on the origins of human resource management is conducted, addressing issues related to the functions, roles, and strategies of managers and current debates on how human resource management affects organizational effectiveness. The results of a retrospective analysis of approaches to interpreting the "personnel management" concept are presented. The theoretical framework for defining "enterprise human resource management" is justified. The genesis of human resource management paradigms is considered from technocratic thinking, based on managerial rationalism, to future-oriented management with a priority orientation towards strategic human resource management. It is noted that mastering advanced management technologies is impossible without mastering the fundamentals of the humanistic paradigm, which provides a comprehensive understanding of the evolution and functioning of various organizations, taking into account the deep mechanisms of human behavior and the development of human potential in the face of changing external environments. Additionally, business globalization implies that human resource management professionals must be more proactive in areas such as business ethics, corporate governance, and managing employees' work-life balance. Considering the stochastic nature of the external environment, uncertainty, political and economic instability, and economic globalization, it is noted that the potential of human resources serves as a tool for reducing business risks. In these conditions, business exists for people rather than people for business. It is noted that business globalization implies that human resource management professionals must be more proactive in areas such as business ethics, corporate governance, and managing employees' work-life balance. Changes in communication and information technologies, such as the digital revolution, satellite communication, and cellular networks, will require the adoption of strategic international or global models of personnel management, which will be implemented through radically new approaches to strategies, structures, organizational culture, personnel management practices, and labor relations. Keywords: human resource management, personnel management, organizational effectiveness, productivity leadership, management, organizational culture.

To shape employee behavior so that it contributes to overarching goals, organizations deploy a set of human resource management (HRM) practices. If the set of individual HRM-practices is designed correctly, they amplify each other in shaping the desired behavior. However, while there is wide agreement on the importance of combining HRM-practices in a configuration that reflects the organizational strategy, there is no consensus on which HRM-practices need to be combined in a multiyear HRM configuration given a specific strategic goal. The configurational approach has the potential to aid HRM professionals and scholars. However, applying the configurational mode of theorizing to HRM is challenging; the level of detail needed is large, studying HRM configurations holistically is a challenge, and methodological issues arise. In this dissertation we pose that the time is ripe to build upon prior strategic HRM research by adding a layer of detail to configurational HRM and unlock its true value for theory and practice. Hence, in this research we have specified the abstract and complex configurational mode of theorizing to an unprecedented level of detail by creating and applying a simulation model and serious game. Using the simulation model and serious game we can now open the scientific and empirical “black box” of configurational HRM. Furthermore, the simulation model and serious game provide HRM professionals with a tool to design firm specific HRM configurations. While prior studies did already acknowledge the importance of alignment when designing HRM, the simulation model (and serious game InLine) specifies the general concept of alignment to a level at which HRM professionals and researchers can start selecting, designing, implementing and researching HRM configurations. The tools provide HRM professionals with a method to grasp, maneuver through the complexity of, and explore the implementation of multi-year firm specific HRM.

Purpose This paper examines the human resource (HR) strategies and practices that are considered to be particularly beneficial for aging employees in organizations in Thailand, which is an underresearched developing economy, from an employee perspective and the implications of national institutions and cultures for the adoption and implementation of those HR strategies and practices across organizations. Design/methodology/approach The results of the study, based on a cross-case analysis of seven organizations across industries, are primarily drawn from structured interviews and focus groups with aging employees, field visits and a review of archival documents and web-based resources, including newspaper reports and magazines. Findings This paper proposes that HR strategies that are appropriate for managing aging employees in organizations in Thailand’s developing economy can be classified into four bundles: growth, maintenance, recovery and regulation. Each bundle of HR strategies consists of several HR practices that are appropriate for managing aging employees in organizations. In particular, from the perspective of aging employees, these HR practices help aging employees upgrade their skills, prepare them to have a sufficient amount of financial savings after retirement, ensure that they are safe, secure and healthy, help them feel that their tacit knowledge and experience are still valuable, and help them perform jobs that are appropriate for their physical health conditions. Additionally, the adoption and implementation of the proposed HR strategies and practices tend to be influenced by national institutions in terms of deficiencies in the national skill formation system, healthcare institutions, regulatory institutions and welfare state regime and by the national culture in terms of reciprocity and respect for elderly people (i.e. aging employees). However, there are five important HR practices that are specifically appropriate for managing aging employees in Thailand and other developing economies where the level of household debt and/or personal debt is high, where the increasing number of aging employees leads to high demand for medical services when the medical services offered by private hospitals are expensive, and where tacit knowledge and experience are important for creating and maintaining firms’ competitive advantage: (1) the facilitation of financial planning, (2) safety and health training, (3) annual health check-ups, (4) the appointment of aging employees as advisors/mentors and (5) knowledge transfer/job enrichment. Research limitations/implications One of the limitations of this research is its methodology. Because this research is based on case studies of seven firms located in Thailand, the findings may not be generalizable to all other firms across countries. Rather, the aim of this paper is to further the discussion regarding HR strategies and practices for managing aging employees in organizations. Another limitation of this research is that it does not include firms located in several other industries, including the agricultural and fishery industry and the financial services industry. Future research may explore HR strategies and practices for managing aging employees in organizations located in these industries. Moreover, quantitative studies using large samples of aging employees who work in firms across industries might also be useful in deepening the understanding of HR strategies and practices for managing aging/retired employees in organizations. Practical implications This paper provides practical implications for top managers and/or HR managers of firms in Thailand and other developing economies where the level of household debt and/or personal debt is high, where the increasing number of aging employees leads to high demand for medical services when the medical services offered by private hospitals are expensive, and where tacit knowledge and experience are important for creating and maintaining firms’ competitive advantage. In particular, the aging employees in this study identified the HR practices that they perceive as being appropriate for aging employees and that were already available in firms or that they expect their firms to have but are currently missing. In this regard, HR managers should take note of these good and appropriate HR practices to ensure that they become part of official, structured HR strategies and practices. This would ultimately help line managers and aging employees think more positively about the future of aging employees within the company and help retain invaluable aging employees over time. Social implications This paper provides social/policy implications for the government and/or relevant public agencies of Thailand and several other developing economies where the majority of aging people do not have sufficient savings to support themselves after retirement, especially when these countries are becoming aging societies, where the increasing demand for medical services cannot be adequately addressed by existing public hospitals while private hospitals’ medical prices are quite expensive, and where intellectual property right (IPR) protection laws are weak. That said, such governments should encourage firms located in their countries to implement these HR strategies and practices for developing, maintaining, deploying and supporting aging employees. Originality/value This paper aims to contribute to the literature on human resource management (HRM), specifically on HR practices for aging employees, in the following ways. First, this study is different from the previous studies in that it examines HR practices for managing aging employees from an employee perspective, while most of the previous studies in this area have focused on the management of such employees from an employer perspective. In this case, it is possible that formal company policies may be different from actual HR practices as perceived by aging employees (Khilji and Wang, 2006). Second, this paper explores the implications of national institutions and cultures of Thailand’s developing economy for the adoption and implementation of HR strategies and practices that are appropriate for managing aging employees in organizations. Finally, this paper examines HR practices that are specifically appropriate for managing aging employees in Thailand and other developing economies. The literature on HR practices for aging employees has overlooked developing economies, including the underresearched country of Thailand, as most of the studies in this area have focused on developed economies. In fact, developed economies and developing economies are very different in several respects, which may influence the HR strategies and practices that are appropriate for managing aging employees in organizations.

This paper reports the findings of a study conducted in the Philippines that examines the extent of adoption of human capital-enhancing human resource (HR) and industrial relations (IR) practices. Differences between locally owned and other organizations in these practices and their relationship to firm performance were also investigated. Questionnaire responses were obtained from managers and union representatives from 128 organizations located in the Philippines. The results indicated that there was, on average, a fairly high level of adoption of practices consistent with a strategic approach to human resource management (HRM), with foreign-owned firms tending to show a slightly higher level of adoption of such practices. A scale representing the adoption of a more conciliatory and union-friendly IR approach was found to be a significant predictor of perceived firm performance. Surprisingly, the level of strategic integration between HRM and business planning and most human capital-enhancing HR practices were not significant predictors of perceived firm performance. Research and practical implications in relation to the role of HRM in enhancing firm performance are discussed.

ABSTRACTThis study explores the impact of formalizing human resource (HR) practices on the performance of family firms. It also examines how family involvement in ownership and management, along with the presence of family employees, moderates this relationship. Using a socioemotional wealth (SEW) perspective and structural equation modelling, data from 490 medium‐sized Spanish family firms were analyzed. The findings indicate that although formalized HR practices generally enhance firm performance, the effectiveness can be undermined by high levels of family involvement, particularly in ownership, as it may prioritize family‐centric goals over professional HR management. This study highlights the complex interplay between HR strategies, family dynamics and performance outcomes, emphasizing the need for strategic HR management that balances familial and organizational objectives in family businesses.

It has been documented that HPWS has both positive and negative effects on employee performance. However, limited studies are affirming this view therefore the review provides a comprehensive understanding of the strengths and weaknesses of HPWS in organisations.To aim of the study is to provide a comprehensive understanding of the strengths and weaknesses in the applications of HPWS in organisations. Under the research goals, a qualitative research methodology was utilised, specifically using in-depth interviews to collect data. The target population consisted of 6 employees of the organisation studied. These individuals were purposefully selected as they possess the necessary information to assess the perceived effects of HPWS on employee performance in organisations. For data analysis, the qualitative thematic data analysis approach was employed. The usage of thematic analysis in this study is founded on its ability to offer comprehensive and compelling insights into the concept of HPWS.Based on the six-step approach of qualitative thematic analysis, the findings suggest that the combination of employee motivation and strategic human resources management practices with HPWS can enhance employee performance. Nevertheless, it has been noted that improper implementation of HPWS can result in heightened job demands and burnout among employees. Therefore, incorporating an evidence-based approach in implementing HPWS is recommended. The study has a limitation as it solely utilizes a qualitative approach, leading to constraints in terms of statistical measurement. Consequently, it is recommended for future studies to employ quantitative or mixed methods research to obtain a more comprehensive understanding of the relationship between HPWS and employee performance.This study recommends that human resource management professionals use this research as a catalyst for implementing HPWS in their organisations. It can offer valuable guidance on effectively utilising HPWS as a concept and practical approach in managing human resources within organisations.The study highlights and postulate the importance of motivation and an evidence-based approach to HPWS. The evidence-based approach can be acknowledged as a contemporary approach to human resource management in organisations.

The purpose of this paper is to examine the expectations of human resource management professionals as they relate to reality‐based learning experiences that can shape college graduates' education. Computer‐based simulations can provide a strong opportunity for learning‐by‐doing, so it would be important to understand what skill sets should be targeted for these.Design/methodology/approachA survey was used for the research question: what work‐related skill sets will human resource management (HRM) professionals value in recent college graduates who are starting in entry‐level HRM positions? The respondents were from the Society of Human Resource Management (SHRM).FindingsThe respondents targeted specific skill sets that they value, and the data provided can now be applied in creating reality‐based learning opportunities using educational simulations in an online environment.Research limitations/implicationsThe potential for future research includes the opportunity to collect data on student use of educational simulations that focus on providing the subject HRM skill sets in this paper.Practical implicationsThe implications for pedagogy include the use of educational simulations that target the reinforcement of specific HRM skill sets that have been identified. These can provide college students with a unique opportunity for praxis.Originality/valueThis paper examines the underlying value of reality‐based learning and how the use of educational simulations can add value in praxis. Additionally, it identifies several HRM skill sets for recent college graduates seeking to enter the HRM field. This paper will be of value to university educators, curriculum management professionals, university administrators, and university technology management professionals.

How to use generative AI as a human resource management assistant