Work-Related Flow in Contrast to Either Happiness or PERMA Factors for Human Resources Management Development of Career Sustainability

This volume contains country studies of the historical development and current practice of human resource management (HRM) in seventeen nations across the world. Each chapter describes the historical origin of human resource management in the respective country, typically starting in the late 19th century, and then describes the evolution of HRM through successive stages of development to the present time. The emphasis is on the organization and practice of HRM in industry, broadly defined to include private and public sectors, small and large companies, modern and traditional managements, and domestic and multinational companies. Although human resource management in the business world is the main focus, each chapter also discusses important writers, ideas and intellectual streams of thought that shaped HRM and, also, the parallel development of HRM in its universities. HRM is defined broadly and generically as the coordination and utilization of people – the labor input – for production of goods and services in all types of economies and organizations (Boxall, Purcell and Wright 2007). Frequently this broad meaning of the term is conflated with a narrower interpretation that identifies HRM with a specific managerial philosophy and set of HRM practices that originated in American business schools in the 1980s and then spread to other countries (Beer and Spector 1984; Dulebohn, Ferris and Stodd 1995). Productive and valuefree scientific discourse, however, needs a term for its object of study that transcends a specific culture, nationality, set of practices, and time period. The term used here is human resource management, albeit with distinction made between HRM and other labels, such as personnel management, labor relations, and employment relations, as the specific context requires in individual chapters. Individual chapters in this volume also make a distinction between HRM and strategic HRM (SHRM), although for this introductory chapter the main points do not require it. The seventeen countries featured in this volume represent all major areas of the world. Choice of countries was made on the basis of three criteria. A country had to have a substantively interesting story of HRM development in order to give content and valueadded to the chapter; it needed to represent an important geographic area, culturelanguage group, political system, or level of economic development; and, finally, it needed to provide a distinctive addition to the volume and avoid overlap or duplication with

This study investigated and explored the effectiveness of best practices in human resource management development. The study utilized the descriptive research method wherein the study is focused on the present situations. Descriptive survey type questionnaire were utilized which was distinguishable aspects of the technique for obtaining and analyzing quantitative data. The hypotheses tested in this study are: a) There is no significant difference in the perception of respondents in the implementation of best practices in human resource management and human resource development in terms of gender, educational attainment and designation; b) There is no significant difference in the perception of respondents in the effectiveness of best practices in human resource management and human resource development in terms of gender, educational attainment and designation; Based on the findings obtained in the study, the researcher concluded that the implementation and effectiveness of best practices in human resource management in the organization have a positive impact in human resource development. It is concluded that the recruitment and selection process and performance appraisal practices are much implemented and very effective. The organization should continue to ensure that the recruitment and selection process is, and seen to be fair. There should be measures that will ensure that all recruitment and retention practices adhere to the standards and policies of the company. The organization should also ensure that performance appraisal is taken seriously and policy standards rigorously adhered to because this study has established that there is a clear and strong relation between its performance and the attention given to performance management and employee appraisal.

Background - Currently, job prospects or careers for management students, especially those interested in human resource management, need to be evaluated whether they are still promising. In the context of the world of work, individuals who want a career in this field will specialize in managing the workforce in various types of organizations. This includes various topics, such as employee management, employment law, business ethics, HR data analysis, organizational development, and HR management strategies. Aim - obtain empirical evidence of the sustainable career interests of students interested in human resource management concentrations which are effected by locus of control, knowledge, motivation, self-efficacy. Design /Methodology /Approach - Quantitative research design with a sample of management students concentrating in human resource management at UMG, with a target sample carried out in a saturated manner. The analysis method used is path analysis with the help of WarpPls. Findings - That locus of control has no effect on self-efficacy, motivation has an effect on career self-efficacy, knowledge has an effect on self-efficacy, locus of control has no effect on interest in a sustainable career, career motivation has an effect on interest in a sustainable career, knowledge has an effect on interest in a sustainable career, self-efficacy has an effect on interest in a sustainable career, locus of control has no effect on interest in a sustainable career through self-efficacy, career motivation has an effect on interest in a sustainable career through self-efficacy, and knowledge has no effect on interest in a sustainable career through self-efficacy. Research Implications - That if students want to have a career in the field resource humans must increase their knowledge and literacy rules- labor regulations that act as the initial foundation for pursuing a sustainable career and need to continue to increase knowledge and capabilities. Theoretical implications can use self-efficacy as a mediator between career motivation and sustainable career intentions in the field of human resources. Research Limitations - This research only explores data from student sources who chose an interest in human resources, as well as the expected sample target which was not met, so that in the future research can make comparisons of career interests in the field of human resources involving many students as respondents.

Work flow is critical for nurses due to the demanding nature of their profession, as it enhances stress resilience, engagement, and quality of care. This study sought to examine the relationship between perceived organizational support for strengths use and work-related flow among nurses, and to explore the mediating roles of psychological capital components: self-efficacy, resilience, hope, and optimism. This cross-sectional study, involving 607 nurses, was conducted in March 2024. Validated scales were employed to measure perceived organizational support for strengths use, psychological capital, and work-related flow. Data analysis was performed using SPSS version 25.0, along with the PROCESS macro for mediation analysis. The study revealed a significant positive relationship between perceived organizational support for strengths use, psychological capital, and work-related flow. Among the four psychological capital dimensions, only self-efficacy and optimism significantly mediated the relationship between perceived organizational support for strengths use and work-related flow. These findings underscore the importance of fostering a strengths-based organizational climate and enhancing key psychological resources-particularly self-efficacy and optimism-to improve nurses' flow experiences at work. Enhancing perceived organizational support for strengths use can foster self-efficacy and optimism among nurses, thereby promoting work-related flow. By cultivating a strengths-based work environment and reinforcing key psychological resources, healthcare institutions can improve nurses' well-being, engagement, and ultimately the quality of patient care.

This study aims to analyze the effect of Green Human Resource Management (GHRM) and Career Development on Organizational Commitment and Work Performance of employees in Aceh Agriculture And Plantation Service of Indonesia. The research method used is quantitative with a survey approach. Data were collected through a 5-point Likert scale-based questionnaire adapted from previous studies, as well as in-depth interviews with several informants to enrich the analysis. The study population included employees in three service offices, namely the Aceh Population Registration Service, the Aceh Agriculture and Plantation Service, and the Aceh Education Service, with a total of 200 people. The research sample was determined using the Raosoft method, resulting in 125 respondents with a sampling error rate of 4%. The measurement of variables in this study involved five items for each construct: Work Performance (Uddin et al., 2023), Green Human Resource Management (Li et al., 2024), Career Development (Hosen et al., 2023), and Organizational Commitment (Zhu et al., 2024). Data analysis techniques were conducted with a descriptive and verification approach using SEM (Structural Equation Modeling) with IBM SPSS-AMOS software version 24 to test the relationship between variables. The results showed that GHRM and Career Development have a significant influence on Organizational Commitment and Work Performance. Career Development plays an important role in increasing employee loyalty and performance, while effective GHRM can strengthen organizational commitment and work productivity. However, knowledge sharing did not show a significant effect on Work Performance in the context of this study. This study provides implications for policy makers and organizational management in the public sector to pay more attention to career development and the implementation of GHRM in order to improve employee performance and commitment. The results of this study can also be a reference for academics who are interested in studying the relationship between human resource management and employee performance in the government sector.

Many public organizations are challenged by demographic changes that require attention in order to safeguard all workers’ sustainable employability. This study aims to increase our understanding of how SLS-HRM practices (i.e. measures that a supervisor takes to foster an employee’s career sustainability) are linked to teachers’ employability via work-related flow, and to examine whether LMX quality moderates this relationship. SEM analyses among 698 teachers in 51 educational institutions across the Netherlands reveal that SLS-HRM practices are positively related to several dimensions of employability, through work-related flow, and that LMX quality determines the effectiveness of these practices.

This chapter focuses on the experience of flow at work. It exemplifies the nature of the subjective experience of work-related flow. Most of the research on flow has focused on voluntary leisure and sporting activities. However, research has also shown that the experience of flow occurs in work-related activities. Csikszentmihalyi has defined flow as state in which people are so deeply involved in an activity that nothing else seems to matter. Both qualitative and quantitative research on flow across diversity of work and leisure activities has indicated that optimal experience consists of six core components. In the work context, Bakker has operationalized the flow experience with three dimensions: absorption, enjoyment, and intrinsic motivation. Work-related flow, particularly as operationalized by the WOrk-reLated Flow inventory (WOLF), has many conceptual similarities with the concept of work engagement. Work engagement is defined as a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption.

In this paper, developments in human resource management in manufacturing in modern Britain based on a national sample are examined. The organization and role of human resource management, employee involvement, training and development, work practices and rewards are all targeted for an assessment of current practices. This is a prelude for a contrast between manufacturing and non-manufacturing. The conclusion is that the similarities between manufacturing and non-manufacturing substantially outweigh the differences. By inference, too, developments in human resource management practices are likely to reflect changes in the broader environment of businesses (and differences between companies) rather than being specific to the main industrial sectors.

The performance effects of technological development and of human resource management development are discussed. Three different paths of development are defined. One is technological upgrading, and the second is development of the human resources of the company and organizational changes. The third is a combined approach aimed at a synchronous development of technology and human resource management. The technological and organizational developments between 1987 and 1992 of 70 Swedish companies are analyzed, as well as the corresponding changes of six performance measures. The results indicate significant correlations between development of human resource management and most of the performance measures, whereas just a few performance increases are correlated with upgraded technology. © 1994 John Wiley & Sons, Inc.

The relevance of research into transformational change in organizational management and human resources in the digital age is significant in the digital age, as organizations need to develop a humanistic approach to human resources. To do this, it is necessary to change all the bottom-up management mechanisms to create an effective functioning organization in which the person is the subject of all processes. All of this suggests that modern business must be adaptive, customer- and person-centered. The transformational processes taking place due to the impact of ICT on the development of human resource management show that it is something between online and offline, a combination of the digital and physical world. To date, there are no companies in which the anthropocracy conceptual works, there are no step-by-step instructions on how to switch to amocracy. The purpose of the research is theoretical and practical transformational changing aspects in the organizational management and human resources in the digital age. Study results. 1. The impact of ICT on the development of trends in the global transformation of human resource management. 2. The place and role of organizations in transformational change are disclosed. 4. The directions of implementation of the European vision of human resource management as a factor in the development of IT trends in the digital age are clarified. 5. The concept of personnel management as a factor in the development of humanistic principles under conditions of transformational change is formed. 6. The impact of ICT on the innovative development of regenerative economy and humane human resource management is analyzed. It is concluded that business today should be adaptive and client-oriented, client-oriented and people-oriented. In a democracy, the organization is a tool that people use to improve their lives, the main issue of bureaucracy is how to get people to better serve the goals of the organization. Leaders must adopt new people-centered principles and apply them to their organizations. The development of cloud platforms will help create products with a fundamentally new architecture - more flexible and scalable. The model of organization based on the concept of anthropocracy is a humanistic view aimed at people, relationships, empowerment, competence development, "the person who stands above everything." At the heart of aorganizational activity is a redefinition of economics as a subsystem of society and nature, as a tool for achieving a socially just and environmentally sustainable future, and a humanistic approach to managing organizations and human resources.

In the complex and uncertain environment, employees are expected to proactively take constructive actions to optimize the organizational structure, improve job methods, and enhance work processes. Employees' taking charge behavior as a typical positive extra-role behavior has generated extensive discussion. Data on 398 knowledge employees of Chinese companies were collected online through convenience sampling. SPSS 26.0, Amos 26.0 and PROCESS v4.1 software was used for data analysis. Based on Proactive Motivation Theory, this study explores the impact mechanism of organizational fault tolerance on employees' taking charge behavior and the moderating effect of growth need. The study findings indicate that flow experience at work plays a mediating role between organizational fault tolerance and employees' taking charge behaviors. Growth need moderates the relationship between organizational fault tolerance and work-related flow. Specifically, when growth need is higher, the positive impact of organizational fault tolerance on work-related flow is stronger. The moderating role of growth needs is significant in the indirect impact of organizational fault tolerance on employees' taking charge behavior through work-related flow. Organizational fault tolerance can facilitate employees' taking charge behavior by enhancing their work-related flow. Organizations should encourage employees to keep trying and learn from failure. Especially for individuals with high growth needs, they are more likely to experience work-related flow and demonstrate taking charge behaviors due to organizational fault tolerance.

Ample evidence across non-healthcare fields highlights the role of work-related flow in enhancing resilience against work stress and work engagement. Understanding flow and its factors can support staff development and management. This study aimed to investigate the level of work-related flow and its associated factors among frontline nurses during the COVID-19 pandemic. A cross-sectional multicenter study included 336 nurses caring for COVID-19 patients between March and April 2022. Cluster random sampling was used to select 9 nurse groups from 29 Taiwanese hospitals specialized in COVID-19 care. A web survey link was shared on the selected nurses' social media. Hierarchical regression analyses examined predictor-outcome relationships, following the STROBE checklist for reporting findings. Among demographic characteristics, sex (β=-0.11; p=0.016) and living arrangement (β=-0.12; p=0.017) reached statistical significance in model 3. Social support from family, friends, and significant others, managerial position, and sufficiency of personal protective equipment showed significant associations with work-related flow (all β>0.12; p<0.05). The variables included in the final model accounted for 35% of the variance in work-related flow for COVID-19 patient care tasks. Flow experience is influenced by factors associated with demographics, work conditions, and social support. Nurse administrators should consider these factors when evaluating nurses' flow at work. Allocating care tasks to nurses based on their flow levels can be beneficial, particularly during healthcare crises. Ensuring a sufficient supply of personal protective equipment and offering social support to nurses are vital strategies for facilitating their flow experience in the workplace.

PurposePast research has well-demonstrated the importance of sustainable human resource management practices in augmenting sustainability in careers of individuals and their overall growth and well-being. In this regard, role of career adaptability as a potential resource in harnessing sustainable HRM and career sustainability relationship requires attention. Considering this, the purpose of the current research is to analyze how sustainable HRM practices influence career sustainability, that eventually predicts employee well-being. Besides this, we also examined the role of career adaptability as a potential moderator in governing the linkage between sustainable HR practices and career sustainability.Design/methodology/approachOur study adopted a cross-sectional research design. Data were collected through administration of survey among 620 working professionals. Analysis was conducted deploying statistical techniques such as confirmatory factor analysis (CFA) to confirm the factors, and the hypotheses were tested using model 4 and model 7 in PROCESS macro by SPSS 20.0.FindingsResults showed that in the Indian context, career sustainability acts as a potential mediator between the sustainable HRM practices and employee well-being relationship. In addition, we also found the significant moderating role of career adaptability in strengthening the impact of sustainable HRM practices on career sustainability among employees.Practical implicationsThe study offers potential implications for scholars and management practitioners in terms of implementing sustainable HRM practices emphasizing on good values at various levels in organizations. Also, it encourages organizational policymakers and leaders for conducting training programs and workshops on developing career adaptability resources.Originality/valueIt is among one of the few studies that help in advancing the scholarship on sustainable HRM and sustainable careers and their key role in strengthening individuals’ well-being. The findings also extend the application of conservation of resources theory at the intersection of sustainable HRM and vocational psychology literature in the South-east Asian context.

Flow is a state of mind characterized by intense focus, enjoyment, and complete absorption in an activity. While researchers have demonstrated the existence of flow experiences in various contexts, such as artistic, sports, and work activities, the specific factors influencing work-related flow in different professional groups remain understudied. This study aims to investigate the average index of work-related flow among professors and residents at Shiraz University of Medical Sciences, and to evaluate the psychometric properties of the Work-related Flow Inventory (WOLF) in this population. This cross-sectional study was conducted on clinical residents and professors at Shiraz University of Medical Sciences. Participants were selected using a weighted stratified sampling method from a population of 1200 individuals, which included 400 professors and 800 residents. Work-related flow was assessed using the WOLF. Confirmatory factor analysis (CFA) was performed to examine the factor structure of the WOLF. The model was estimated using the Maximum Likelihood (ML) method. Descriptive statistics, including mean, standard deviation, and frequency distributions, were used to summarize the data. Inferential statistics included the Mann–Whitney test for two-group comparisons, the Kruskal-Wallis test for comparisons between more than two groups, and Spearman’s correlation coefficient to examine the relationship between continuous variables. Statistical significance was set at p < 0.05. A total of 334 participants were included in this study, comprising 104 professors and 230 residents. The overall mean score for work-related flow among professors and residents at Shiraz University of Medical Sciences was 43.31 ± 9.7. The confirmatory factor analysis (CFA) results indicated that the three-factor model of the WOLF questionnaire demonstrated a good fit to the data. There is a significant positive correlation between the Absorption dimension and the Work Enjoyment (r = 0.660, p < 0.001) and Intrinsic Work Motivation (r = 0.587, p < 0.001) dimensions. Also, there was a significant positive correlation between the Work Enjoyment and Intrinsic Work Motivation dimensions (r = 0.744, p < 0.001).Statistical analysis revealed a significant positive correlation between participant age and their average work-related flow score (p < 0.001). Furthermore, the mean work-related flow score was significantly higher in male participants compared to female participants, in married individuals compared to single individuals, and in professors compared to residents. The results also indicated that the specialized field of practice significantly influenced work-related flow scores, with general surgery exhibiting the highest scores and obstetrics and gynecology the lowest. In conclusion, this study demonstrates that work-related flow among clinical professors and residents at Shiraz University of Medical Sciences is subject to significant variation, influenced by factors such as gender, age, and specialized field of practice. Furthermore, the WOLF demonstrated acceptable psychometric properties in this Iranian sample, supporting its use in assessing work-related flow in this population.

This article deals with theoretical and methodological developments in Human Resource Management (HRM). HRM is developing along with ongoing technological and economic transfor-mations. Information and digital components have transformed organizations in recent decades, and this naturally affects all levels of management. The article analyzes theoretical and methodological ap-proaches to HRM in the context of the IT paradigm. The article presents the evolution of fundamental approaches to HRM, the conditions for this evolution with the development of IT and the information economy, and highlights the features of each approach. Based on a literature review, the article outlines main principles of Industry 4.0 and Industry 5.0, which reflect approaches to high-tech industrial pro-duction. It studies the features of integration of the I4.0 and I5.0 with HRM. The paper also investigates the emergence of HRM 4.0 and HRM 5.0. HRM 4.0 and 5.0 are management theories concerning the mass implementation of IT. HRM 4.0 and 5.0 differ in their basic principles: HRM 4.0 is focused on maximizing productivity; HRM 5.0 on effective cooperation between people and machines. Despite "human-centric sustainable development” being based on the idea of soft, stimulating management un-der the I5.0, HRM 5.0 has a poorly developed theoretical and methodological base, and the transition from HRM 4.0 to HRM 5.0 is associated with some difficulties that will not allow the implementation of the human-centric approach in the foreseeable future.