Putting emotion back into human resource management GilmoreSarah. Psychoanalysis and Human Resource Management: A Depth Analysis. Bristol University Press, 2025, ISBN 978-1-5292-1792-6 (hardcover).

PurposeThis special issue explores the relationship between sustainable human resource (HR) management (HRM) and organizational performance. It introduces new definitions, theoretical frameworks and practical implications. The issue highlights the significance of sustainable HRM in navigating tensions between social, environmental and economic objectives and examines how HRM can contribute to fostering more innovative and sustainable workplaces.Design/methodology/approachThrough a combination of literature reviews, conceptual papers and empirical studies, this issue contributes to the understanding of how sustainable HRM practices can effectively support sustainability and organizational performance. It integrates insights from diverse geographical regions – including Asia, Oceania, Africa, the Middle East, North America and Europe – and examines various industries such as hospitality, ICT, local government and SMEs. Additionally, it introduces a new definition of sustainable HRM and the 5E conceptual framework, which helps navigate tensions between efficiency, equity, ethics, engagement and environmental sustainability.FindingsThe articles in this issue collectively argue that sustainable HRM extends beyond traditional HR functions to play a transformative role in organizational strategy. We propose a reconceptualization of sustainable HRM as an integrated approach that fosters sustainable employment relationships, enhances stakeholder collaboration and aligns HR practices with broader sustainability goals and the common good.Practical implicationsThe insights presented in this issue have significant implications for HRM professionals, business leaders and policymakers. The proposed frameworks and strategies emphasize the need for HRM to move beyond a performance-driven focus to actively contribute to low-carbon, sustainability transitions. By implementing sustainable HRM practices, organizations can foster innovation and long-term value creation for both businesses and society.Originality/valueThis special issue advances our understanding of how HRM operates at the intersection of organizational performance and sustainability. It expands the scope of stakeholders considered in sustainable HRM, the importance of respecting the limits of ecosystem sustainability and the transformative impact of technology in shaping HR strategies. Additionally, it emphasizes social sustainability by exploring how HRM can foster sustainable employment relationships and enhance worker well-being. The issue offers a critical and reflective perspective on the role of HRM in addressing contemporary global challenges.

PurposeThe purpose of this paper is to explore the reasons behind human resource (HR) managers' participation in the international mergers and acquisitions (IM&A) process building on the general discussion of the factors explaining the roles of HR in organisations.Design/methodology/approachSix sets of factors can be found to affect the roles of HR managers in general: the orientation of top management to people management; the skills, abilities and competencies of HR managers themselves; the HR function and its characteristics; the expectations that line managers have of HR; external factors; and internal factors. This review forms the basis for subsequent data analysis in the context of IM&As. The factors that contribute to HR managers' participation are studied from HR and other management's perspectives. Based on interviews with 12 corporate level managers in three Finnish international industrial companies.FindingsThe results show that top management sees the participation of HR managers as being very important and agree that it should be a common policy. The factors explaining the roles in the case organisations focused on certain factor groups and were similar across the cases. Based on empirical analysis, this study finds that the most important contributing factors to HR managers' participation are HR managers' own capability and activity throughout the IM&A process.Originality/valueThis study has analysed the reasons related to the roles of HR managers in an IM&A context in general, not just the strategic role within. Based on the case studies it seems, however, that a seat on the management team and HR managers' business competencies as well as personal skills contribute to the strategic role.

PurposeThe purpose of this paper is to report the results of a survey and interviews with human resource (HR) professionals to identify and better understand their perceptions and expectations of human capital measures' (HCM) content, links to strategy, and impact on performance.Design/methodology/approachThis paper relies on a quantitative analysis of survey questionnaires collected from 104 HR executives, as well as on a qualitative investigation using six interviews. Two types of HCM are derived using principal component analysis. One factor measures employees' work efficiency and cost consciousness (efficiency indicators), whereas the second factor measures employees' entrepreneurial and innovative capabilities (innovation indicators).FindingsThe results confirm the following hypotheses: first, according to HR managers, the more advanced a company is in the development of HCM, the higher the company's performance; and second, in companies following a differentiation strategy, HR managers are interested in innovation indicators, while in those following a cost reduction strategy, HR managers are interested in efficiency indicators.Research limitations/implicationsResults are based on a cross‐sectional study of HR professionals' perceptions. However, it underscores the critical role that HCM plays in delivering performance in the HR managers' opinion. It also shows that HR managers are conscious that HCM should be aligned with strategy.Practical implicationsBased on HR managers' perceptions, the paper suggests that HR professionals might invest more effort in creating and implementing their HCM to deliver higher levels of performance. It also implies that HR managers and management accounting and control systems experts have a common interest to collaborate when implementing HCM.Originality/valueThe paper demonstrates the importance of implementing human capital (HC) metrics into a strategic performance management system to deliver performance from a company's HC. It contributes to a cross‐disciplinary (HRs, management control, and strategy) perspective on HC strategy.

While building knowledge-based society and economy, particular importance in human resources management falls on the value of human resources and management expertise. The article analyses the features of human resources management competences in terms of completing human resources management functions in practice with a view to advantages of human resources management approaches compared with traditional approaches to human resources management. Upon research on personnel management functions and competencies associated with the study of theoretical and empirical research, the article analyzes the human resources management activities, and the distribution of functions between management, as well as and the designated human resources (personnel) managers and directors. Approaches to human resources management competencies are given, the human resources (personnel) management competence structure, personnel managers profiles, along with roles and functions in practice are described. Based on the empirical results of the Lithuanian organizations, leaders’ competences are evaluated, including their impact on employees and organizations to succeed. The value of human resources management features, and human resources management factors determining the level of development are identified.

The current wave of insecurity in Nigeria especially, in the Northeastern Region is accompanied by an avalanche of adverse effects on its populace. The above situation has a lot of implications on human resource performance and management. It is, therefore, in light of the above that this study examined the effect of insecurity on human resource management in northeastern Nigeria. The paper adopted a qualitative approach where an in-depth interview was used to elicit data from twelve employees and six human resource managers in the region. The findings of the study unraveled that the state of insecurity in the northeastern region is worrisome and that it has an enormous adverse effect on human resource performance and management. It was also found that the state of insecurity in the region caused incessant fear and worries among employees despite the motivation they had in their various organizations. It was, therefore, recommended among other things that there is the need for the government and human resource managers to strategies measures on how to protect the lives and property of their employees in the affected areas as that would go a long way in stabilizing their performance which at the long-run would bring about national development.

The development of the times promoting the progress of science and technology, science and technology level has become the main factors to measure the level of productivity, to achieve the development of society, we must conduct a reasonable human resource management process.Colleges and universities are the most concentrated place of talent, the development of colleges and universities should strengthen the establishment of the talent reserve and effective incentive mechanism, so as to attract talent, the use of talent.this paper, the latest modern human resource management theory as a theoretical guide, Through the analysis of the current situation of human resources management in Colleges and universities in china, Effectively put forward the solution of the contradictions in the human resources in Colleges and universities in the views and suggestions, And thus provide effective help for the human resource management department. The Characteristics and Management of Human Resources in Colleges and UniversitiesThe Meaning and Characteristics of Human Resource.Human resources refer to the individual ability to effectively promote the development of the economy and society, that is, the process of using personal physical and mental processes in the process of production and labor.Human resources usually include people's knowledge, ability, intelligence and physique, and so on.Our country's human resources have the following characteristics: first, the human resources have the biological nature.In human resources and natural environment, people are living organisms, is living resources, which is determined by the nature of human nature.Secondly, human resources have the initiative.Man is different from other creatures, who has a personal subjective thought, emotion, can engage in meaningful, purposeful activities, can actively carry out the transformation of the objective world.The main performance of human resources initiative is as follows: the strengthening of the self, the choice of the occupation and the positive work of the individual.The Composition of Human Resources in Colleges and Universities.Human resources in Colleges and universities covers a very wide range, and the management of human resources is the main body of human resources.Human resources in Colleges and universities mainly include four contents: in particular, the personnel engaged in scientific research, the staff in the party and government management, the staff in the logistics service and the retired staff.In the process of human resources management, effectively around the aim of running a school., according to the characteristics of all staff and the human resources of colleges and universities for the overall development, to effectively improve the quality and efficiency of school is important and worthy of consideration.Characteristics of human resources in Colleges and Universities.The distribution of human resources in Colleges and universities is highly concentrated.Colleges and universities are highly concentrated areas of talent resources, therefore, in the number and distribution of personnel resources intensive, talent concentration is far higher than other occupations.The overall level of the quality of human resources in Colleges and universities is very high.Colleges and universities are the cradle of culture is the cradle of knowledge, is the birthplace of

This study discussed the value of Artificial Intelligence (AI) in Human Resource (HR) Management through the AI Capability Framework (ACF) in the Asian and Indonesian contexts. This study was a literature review conducted by collecting data from various articles and scientific journals relevant to the topics discussed. The results of the literature review showed that the use of AI in HR Management has the potential to increase the efficiency and effectiveness of the HR management process and provide added value for companies in improving their performance and competitiveness. ACF is used as a framework to measure a company’s ability to implement AI in HR Management, considering policies, technology infrastructure, human resource capabilities, and organizational culture. The use of AI in HR Management can also affect decision-making in companies and has implications for company performance. Therefore, this study provided suggestions and recommendations for companies to develop AI capabilities in HR Management, such as conducting human resource training and development, strengthening technology infrastructure, and creating an organizational culture that supports the use of AI technology. In addition, this research also identified several factors that can influence the implementation of AI in HR Management, such as policy, technological, and human factors. Further research can examine these factors more deeply and how companies can overcome obstacles in implementing AI in HR Management. Keywords: Artificial Intelligence, Human Resource Management, Capability Framework

This study explores the consistency between human resource (HR) managers' roles and HR performance indicators. In particular it considers the moderating effects of interpersonal trust on the relationship between HR managers' roles and HR performance indicators. We selected 116 HR managers from the top 500 manufacturing companies in Taiwan as our sample, and hierarchical regression analysis was conducted to test our hypotheses. The results showed that the HR managers' roles were consistent with HR performance indicators. Also, a high level of affective trust weakened the positive relationship between HR manager roles and HR performance indicators. Thus we suggested that Chinese companies should design HR performance indicators according to the roles HR managers play. Additionally, when HR managers are playing the role of a strategic partner or change agent, top executives should avoid high affective trust with HR managers.

Human resources are the first to be determined in the production factors of various enterprises and units. Nowadays, human resource management is getting more and more attention. Human capital is business profit and the driving force of development and competitiveness. Therefore, effective human resource management has become the focus of the normal development of enterprises. The purpose of this article is to study the development and management of current human resources from the perspective of the “five new” strategy, determine the development and management of new human resource concepts, and encourage new trends in innovation and sustainability. According to social and local needs, training human resources, focusing on new human concepts. This article starts from the perspective of the “five new” strategies for human resource management. These strategies are increasingly important on the basis of relevant realistic assumptions and theories, and aim to provide new ideas for the development and management of human resources. The “Five New” strategy is based on the effective development and breakthrough of talent training in applied universities as specific research topics, and has created a framework to research development and human resource management systems from all aspects of education, technology, science, talent, and local economy.. The experimental results show that based on the new perspective of the “five new”, more effective means can be used to develop and manage human resources. In the future, there are reasons to believe that all enterprises and departments in various industries will be under the “five new”. Human resources management and talent development must be integrated, especially application-oriented universities that provide the source of human resources are the top priority. Therefore, the current applied university must reorganize and reposition itself, looking for new ways of human resource development and management.

n today's business environment, where innovation, adaptability and human capital are becoming key success factors, a company's competitiveness largely depends on how effectively its human resources (HR) management system is organized. Effective HR management allows an enterprise to attract, develop and retain talented employees who become a strategic resource in achieving its goals. The article examines the interpretation of the concepts of “human resource management of enterprise” and “enterprise competitiveness”. The human resources management system is a set of measures, strategies, methods and processes aimed at attracting, developing, retaining and motivating employees. The main components of the HR management system are ensuring reasonable planning, recruitment and engagement of personnel; optimization of the personnel motivation system; formation of an effective personnel development system; development of an effective personnel evaluation system.An enterprise's competitiveness is determined by its ability to successfully compete in the market by efficiently using available resources (among which the company's personnel is a priority), maintaining or expanding its share through operational efficiency, innovation, product or service quality, and customer satisfaction. The development of information and communication technologies is changing the operating environment of enterprises. Digitalization has a significant impact on the organization of enterprise human resources management and promotes the development of modern human resources management technologies (HR technologies). The article describes the peculiarities of using modern technologies to improve enterprise HR management: automation of HR functions, HR analytics, Artificial Intelligence (AI), cloud HR technologies, a Global HR System, the integration of blockchain technology and HR, employee self-service, virtual assistants, the use of virtual reality, mobile HR services, machine learning, gamification as an HR technology.An effective human resource management system is an important component of the strategy for improving the competitiveness of an enterprise. It allows not only to increase productivity and quality of products, but also helps to attract and retain highly qualified employees, thereby ensuring long-term stability and development The article establishes the relationship between improving the HR management system based on modern HR technologies and the competitiveness of the enterprise.

BackgroundSound human resources (HR) management practices are essential for retaining effective professionals in hospitals. Given the recruitment and retention reality of health workers in the twenty-first century, the role of HR managers in hospitals and those who combine the role of HR managers with other responsibilities should not be underestimated. The objective of this study is to assess the perception of HR managers about the challenges they face and the current strategies being adopted. The study also aims at assessing enabling factors including role, education, experience and HR training.MethodsA cross-sectional survey design of HR managers (and those who combine their role as HR manager with other duties) in Lebanese hospitals was utilized. The survey included a combination of open- and close-ended questions. Questions included educational background, work experience, and demographics, in addition to questions about perceived challenges and key strategies being used. Quantitative data analysis included uni-variate analysis, whereas thematic analysis was used for open-ended questions.ResultsA total of 96 respondents from 61 hospitals responded. Respondents had varying levels of expertise in the realm of HR management. Thematic analysis revealed that challenges varied across respondents and participating hospitals. The most frequently reported challenge was poor employee retention (56.7%), lack of qualified personnel (35.1%), and lack of a system for performance evaluation (28.9%). Some of the strategies used to mitigate the above challenges included offering continuing education and training for employees (19.6%), improving salaries (14.4%), and developing retention strategies (10.3%). Mismatch between reported challenges and strategies were observed.ConclusionTo enable hospitals to deliver good quality, safe healthcare, improving HR management is critical. There is a need for a cadre of competent HR managers who can fully assume these responsibilities and who can continuously improve the status of employees at their organizations. The upcoming accreditation survey of Lebanese hospitals (2010-2011) presents an opportunity to strengthen HR management and enhance competencies of existing HR managers. Recognizing HR challenges and the importance of effective HR strategies should become a priority to policy makers and top managers alike. Study findings may extend to other countries in the Eastern Mediterranean region.

This study analyses how different organizational actors perceive and characterize human resource (HR) managers’ actions at the strategic, tactical and operational levels. In this study, 257 interviews were conducted with organizational actors, and Grounded Theory was applied to analyse the data. The interviewees were employed at ten companies (three multinational and seven Portuguese companies) and represented different hierarchical positions: top managers, peers of HR managers and collaborators from different organizational functions. The interviewees expressed very clear views regarding desirable axes of action for HR managers, and these actions could improve perceptions of HR managers and departments. These desirable axes of action were as follows: proactive; strategic combined with an operational level of action; demonstrating initiative; pragmatic; simultaneously global and local (glocal); transparent; objective; just and impartial; legitimate; and efficient and effective. Therefore, the results highlight three main axes where HR managers need to focus their attention: principles of practical action, principles of communication and ethical values. The results demonstrate that when developing their identities and credibility within organizations, HR managers must consider the perceptions of different organizational actors. The ways in which HR managers are perceived by different organizational actors pose a challenge and have an effect on the roles and influence that HR managers and departments can have at the strategic level in organizations. This study contributes to the literature by exploring an important yet underdeveloped field of research on how HR managers are viewed within organizations.

본 연구는 항만물류산업에 종사하는 조직 구성원들의 이직에 영향을 미치는 요인을 실태 조사하여 그 결과를 인사 관련 실무자들이 현업에서 활용함으로 효율적인 인력관리가 이루어질 수 있도록 하는 것이 연구의제이다. 특히 중소항만물류기업에 업종과 직무에 따라 종사하는 직원들의 이직원인을 조사함으로써 이직요인을 분석하여 이직을 결정하가는 요인들을 개선할 수 있는 직무환경을 조성하고 이직 방지 대책을 실시함으로 잦은 이직을 방지하고 지속적인 근무가 가능할 수 있는 인적자원 관리기법의 개발과 발전방향을 제시하고자 하는 목적을 두었다. 연구 결과, 항만물류기업에서 이직자가 가장 많이 발생한 부서는 현장직 부서로 20.43의 높은 평균값을 나타내었고, 이직자가 발생한 항만물류기업의 인력 채용형태는 경력사원 채용이 64%, 신입사원 채용이 58%로 거의 비슷하게 나타났으며 정규직 채용을 선호하는 것으로 조사되었다. 또한 가장 많이 시행하고 있는 이직방지 프로그램은 '임금수준 개선'으로 항만물류기업 중 응답 회사의 53.3%가 시행하고 있었으며 이것을 통하여 항만물류기업들이 일반 기업들과 마찬가지로 장기적인 이직 방지프로그램의 시행보다는 단기적으로 대응하며 자기계발 또는 근로자와 기업이 공동성장하기 위한 환경조성 프로그램 보다는 금전적인 보상에 치우치고 있음을 알 수 있다. 마지막으로 인사담당자가 생각하는 이직 방지 프로그램의 효과정도는 임금 수준 개선이 5.86으로 가장 효과가 있을 것으로 나타났다. This study One of the key elements of corporate competitiveness in the modern world of unlimited competition is human resource management. The reason that the world's leading companies are devoting a lot of investment and effort for good human resource development and management is that human resource can impact firm survival. In particular, there is little research on the internal and external environmental stimuli and job stress in the employee of small business which are often led to turnover, while they have suffered from chronic shortage of manpower. The purpose of this study is to determine the turnover factors in the small logistics companies and contribute to stable maintenance of workforce, facilitating human resource management and minimizing turnover. This study empirically analyzed the factors of the turnover in the organization of logistics companies from Busan Port, South Korea, which became one of the national infrastructure and the fifth world largest harbor. The conclusion proposed the development and direction of the human resource management which could promote the job environment improving the turnover factors and creating sustainable work condition through conducting preventive measures. The results indicated that the highest turnover rates was found in the category of field work, and the highest turnover group was from the 'less than one year', which implies that high turnover rates after and during job training might be greater cost to the companies than early turnover. The most common reasons for the high employee turnover were 'excessive workload' and 'dissatisfaction with wages'. Followed reasons including 'troubles with managers' and 'failure in organizational adaptation' can be understood in line with worse working conditions of the small logistic companies. It turned out that the preventive programs of the logistic enterprises had little effect through 'incentives system' and 'improving wage system' which are mainly conducted. The human resource managers appreciated the importance of 'wage raise' and 'benefits improvement'. This study is aimed at contributing to efficient human resource management through understanding of the turnover causes and human resource managers applying preventive measures. In particular, this can benefit small port logistics companies securing competitiveness and promoting persistent growth and development.

Changes in human resources (HR) management theories show that HR management is very sensitive to environmental factors. Modern organisations are constantly facing changes and their influence is growing rapidly. The levels of influence are growing too. Organisational management is affected not only by factors at country level, but also at international level. Globalisation, European Union and others communities have a significant influence too. In the recent times, the HR management processes are becoming the subject of scientific research and the main problem is the organisations’ collision with HR management changes that necessitates the re-evaluation of HR management processes, taking into account the factors affecting it, in order to align the company’s owner and employee objectives and ensuring the efficient creation of added value. In theoretical level, the article highlights environmental factors in HR management concepts and the HR management process structure within the context and functions, identifies the HR management process place in the whole company’s processes system and analyses strategic HR management models. HR management processes model is created based on theoretical analysis. The practical problem is solved by adapting theoretical model and using a two-part research methodology, which includes a questionnaire survey of employees and expert interviews. After the research, the theoretical model was improved and shows the relations and actions how to evaluate the internal and external factors that affect organisation’s human resources management and how the changes of HR processes correlates with results.

Based on stakeholder theory, we examined whether perceptions and actual relationships between human resource (HR) and line managers influence perceived future firm performance as rated by line managers. With a matched sample of 105 HR managers and line managers working in Hong Kong, we found that when line managers perceived HR as an effective function, a higher level of HR involvement in the strategic planning process was positively associated with perceived future firm performance. Moreover, HR managers rated HR effectiveness higher than line managers. The discrepancy of perceived HR effectiveness between HR managers and line managers was negatively associated with perceived future firm performance. Furthermore, HR managers, in contrast to line managers, perceived horizontal collaboration as being positively related to perceived future firm performance. Limitations and managerial implications are discussed.