Research on the organizational change effect of AI technology embedded in human resource management: a multi-case configuration analysis

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

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.

With increased business intricacies, human resource (HR) managers must possess relevant competencies to meet market demands. The study investigates the relationship among HR competencies, innovative HR practices, and organizational effectiveness. It also conducts an importance-performance analysis for HR competencies to identify the skill gap. A structured questionnaire comprising 31 questions was used to measure various components of HR competencies, innovative HR practices, and organizational effectiveness. 247 HR managers working in various companies in Tamil Nadu are selected based on a purposive sampling technique. Importance-performance analysis was carried out for items and dimensions of HR competencies. Confirmatory factor analysis, correlation analysis, and mediation analysis using regressions are further carried out on the collected data. The skill gap analysis revealed that the abilities to use the latest insights in various HR practices, co-craft strategic agenda, align the company’s activities with customer needs, and connect people through technology must be improved. The regression results indicated that the competencies of the strategic positioner, credible architect, capacity builder, and technology proponent are needed to improve organizational effectiveness. The innovative HR practices partially mediated the relationship between HR competencies and organizational effectiveness. The study meets the literature gap in the area of the contribution of HR managers toward organizational effectiveness through their competencies and the adoption of HR practices.

This study explores the associations between human capital resources, firm performance, and corporate governance mechanisms. Based on the survey results of the “50 most attractive employers” conducted by Universum Global 2010, human resource, performance, and governance data was collected for the period from 2007 to 2011. Drawing on the strategic human capital and resource management, international governance, and organizational literature, this study examines the extent to which corporate governance mechanisms moderate the relationships between firm performance and human capital resources and posits that human resource performance is positively associated with corporate governance mechanisms that support and enhance strategic human resource management policies. Panel regression analyses are conducted to test the study’s hypotheses. The results show that human capital resources are positively related to firm performance, and that some corporate governance mechanisms may negatively affect performance when interacted with human capital variables. Furthermore, human resource performance is significantly related to some governance mechanisms, with interaction effects between human capital and other organizational attributes showing differential impacts. Overall, the results support a contingency-based view of strategic human resource management in the context of large and attractive global employers and highlight the importance of governance design in supporting investments and deploying human resources and capabilities at the firm and industry levels and across national boundaries.

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.

Corporate Governance, Human Capital Resources, and Firm Performance: Exploring the Missing Links

PurposePrevious literature has identified human resources as a key source of competitive advantage in organizations of all sizes. However, Small and Medium-sized Enterprises (SMEs) face difficulty in comprehensively implementing all recommended Human Resource Management (HRM) functions. In this study, we shed light on the field of HRM in SMEs by focusing on the context of Greek Small and Medium-sized Hotels (SMHs), which represent a dominant private sector employer across the country.Design/methodology/approachUsing a fuzzy-set qualitative comparative analysis (fsQCA) and 34 in-depth interviews with SMHs' owners/managers, we explore the HRM conditions leading to high levels of performance, while taking into consideration the influence of internal key determinants.FindingsWe uncover three alternative successful HRM strategies that maximize business performance, namely the Compensation-based performers, the HRM developers and the HRM investors. Each strategy fits discreet organizational characteristics related to company size, ownership type and organizational structure.Originality/valueTo the best of the authors' knowledge this is among the first empirical studies that examine different and equifinal performance-enhancing configurations of HRM practices in SMHs.

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.

Although fit is a fundamental concept in the linkage between human resource management (HRM) practices and organizational effectiveness in the strategic HRM field, there has been a call for more research to examine configurations that encompass both horizontal fit (i.e., the internal consistency of an organization's HRM practices) and vertical fit (i.e., the alignment of HRM systems with contexts) to achieve optimal desired outcomes. Across two studies featuring multi‐source matched data, we identified multiple distinct types of HRM systems. Furthermore, by adopting a contingent configurational perspective and utilizing fuzzy set qualitative comparative analysis (fsQCA), we found various configurations of HRM systems and multi‐dimensional organizational contexts (including firm ownership, firm size, innovation strategy, environmental uncertainty, local talent supply, and local government interference) that help to achieve high levels of firm performance and/or collective affective commitment. These findings contribute to our understanding of horizontal fit and vertical fit of HRM systems and highlight the importance of aligning HRM systems with multi‐dimensional organizational contexts to drive both organizational and employee‐centric outcomes.

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.

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.

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.

Technology continues to advance. This development began during the hunting era, followed by the agricultural era, the industrial era, and the era of information technology. In Indonesia, most organizations are still adjusting to the process of adopting information technology in organizational activities. The purpose of this article is to discuss the situation that is being experienced by organizations in Indonesia, as well as the human resources management (HRM) strategies used in facing this technology change. The results of this study show that organizations in Indonesia are changing as a result of technology adoption. These changes include changes in how and where employees work, changes in management roles, changes in occupation as well as business changes. Changes in various areas can affect employee performance. That being said, in managing human resources, HRM plays an important role. In carrying out its role, HRM must be able to integrate technology into its activities such as in selection and recruitment, learning and development, performance management, organizational effectiveness, compensation and payroll systems as well as workforce planning strategies. This study provides insight into the changes being experienced by the organization and how the role of HRM changes in response to the use of technology in improving work performance.

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.

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.