What is the role of dialogue in HRM according to the emerging sustainable HRM literature?

In the emerging sustainable Human Resource Management (HRM) literature, advocating to ‘rehumanize’ and pluralize HRM, dialogue is put forward as a silver bullet to cope with paradoxical tensions and pluralist workforces. This conceptual paper aims to add to the sustainable HRM literature by examining the position and application of dialogue within sustainable HRM, using ideas and concepts from dialogue literature and complexity thinking. We applied core concepts of complexity thinking (i.e., self-organization, nonlinearity, attractors, and emergence) to deepen our understanding of the positioning of dialogue, the position of power, and the emergence of intended and unintended outcomes. Moreover, through the distinction between intentional and continuous dialogue, the intentional, dynamic, and emergent nature of dialogue was explored. Connecting, sensing, grasping, and influencing the local patterning of continuous dialogue is important for positioning dialogue within sustainable HRM, and intentional dialogical practices can support this. More specifically, based on our literature review, we present a conceptual model that furthers our understanding of (1) conceptualizations of dialogue as both intended and continuous; (2) the role of power in dialogue; (3) how stability and novelty emerge from dialogue. The paper concludes by discussing the implications of the developed perspectives on dialogue for future research as well as management practices.

Business seeks a long-term competitive advantage to make money and stay afloat as the market grows more competitive. Human resource management is essential for gaining a competitive advantage. Companies that embrace sustainable Human Resource Management (HRM) practices have a distinct employer brand, but how an organisation’s culture plays its role indirectly in employer value proposition is scarcely studied. This paper discusses academic literature on employer branding factors by sustainable human resource management, and helps to take a holistic perspective of the present state of global acceptance of HRM.

This paper provides a conceptual framework for studying the influence of Electronic Human Resource Management practices and information technology capability on organisational performance. This paper aims to increase our understanding of the organisational performance as the phenomenon focus on that is considered the dependent variable, the e-HRM practices are the independent variables, and IT capability is the moderating variable. Such conceptual framework can provide guidance for future research to help in the identification, realisation and assessment of e-HRM implementation benefits. Special focus is put on organisational performance. Moreover, this conceptual framework complements and continues former literature and presents a new delineated framework for considering research on e-HRM practices influence on organisational performance. This conceptual framework will be our empirical study in the future, which will contribute to HRM literature and determines the potency of e-HRM and its effect on organisational performance.

This article delves into the dynamic of human resource management (HRM) in the era of digitization, examining the profound influence of digital tools on personnel management practices. Through a meticulous review of literature, theoretical frameworks, and empirical studies, it elucidates the multifaceted impact of digitization on HRM. The study explores how the adoption of digital tools transforms traditional personnel management, addressing key concepts, challenges, and perspectives in the context of digital transformation. Empirical research methods, including surveys, interviews, and focus groups, provide deeper insights into the practical implications of digitization for personnel management. The findings underscore the critical need for organizations to adapt strategically to the digital era, emphasizing the integration of digital technologies to enhance HR processes, employee engagement, talent management, and overall organizational effectiveness. This abstract contributes to the discourse on the intersection of technology and HRM, providing valuable insights for practitioners, scholars, and policymakers navigating the evolution of digitized personnel management.

Human resource management (HRM) serves as the cornerstone for organizations to achieve strategic objectives, address staff welfare, and enhance customer satisfaction. This study delves into the pivotal role of HRM in shaping organizational activities, particularly in the transition from personnel management to strategic HRM. It underscores the importance of aligning HRM strategies with overall organizational goals and examines various HRM practices and techniques. This study adopts a qualitative research design aimed at exploring the pivotal role of human resource management (HRM). The findings revealed that by exploring contemporary challenges and employing these techniques, coupled with the expertise of HR practitioners, organizations can effectively mitigate challenges and leverage opportunities. Moreover, a well-coordinated HRM approach, involving all levels of the organization and stakeholders, facilitates market expansion, strengthens brand reputation, and enhances talent retention and attraction. This study adopts a qualitative research design aimed at exploring the pivotal role of human resource management (HRM).

The aim of this paper is to study the relationship between human resource management (HRM) and organisational performance in the Italian hospitality sector. In particular, it investigates the extent of adoption of HRM practices, the existence of formal HR strategies, and the degree of development of the HR function, in the Italian hotel industry. The findings aim to verify whether the effectiveness of HRM is contingent upon the approach to adopted business strategies and whether the hotels, which strategically formally apply HRM practices, outperform those with HRM practices outside a formal organisational strategy. The research finally expands on the underlying factors and managerial implications of the findings to conceptually interpret phenomena and prescribe actions.

PurposeDisruptive technologies for human resource management (HRM) lack evidence about synthesizing its antecedents and outcomes in the empirical research landscape. This review study was conducted addressing two objectives: (1) to identify the themes of HRM technology empirically researched and (2) to develop a conceptual framework for the antecedents and outcomes of disruptive technologies for HRM.Design/methodology/approachThis article was positioned as a literature review based on the systematic literature review (SLR) methodology. Seventeen articles published between 2000 and 2020 were included for the review from Scopus and LENS.ORG databases. The article screening, inclusion and analysis and findings reporting were based on the preferred reporting items for systematic reviews and meta-analyses (PRISMA).FindingsIn addressing the first objective, the review found that the electronic human resource management (E-HRM) intention and communication technology support impact E-HRM adoption, resulting in many outcomes. The outcomes include HRM service quality, organizational effectiveness, employee productivity and competitive advantage. In addressing the study's second objective, a conceptual framework was developed based on the gaps identified regarding the determinants and positive outcomes of disruptive technologies for HRM. Thus, the conceptual framework was presented from two perspectives. The perspectives were deduced with review results and theoretical grounds.Research limitations/implicationsThe findings related to the two objectives provide theoretical and practical implications. One significant practical implication is that action and work-based learning of managers and employees in organizations may suggest adopting disruptive technologies for HRM. Thus future studies can focus on them as determinants of adopting disruptive technologies for HRM to conduct empirical tests. Besides, the findings provide some other future research directions.Originality/valueThe study found empirically proven determinants of E-HRM intention and communication technology support impact E-HRM adoption, which results in many positive outcomes. These were synthesized based on the studies conducted during the period 2000–2020. This synthesis and theoretical grounding deduced a conceptual framework for determinants and outcomes of disruptive technologies for HRM.

Human resource management (HRM) is a practice that aims to foster the link between human resource and organizational outcomes through employee outcomes and organizational culture. The present article focuses on the antecedents of HRM practices designed to suit each stage of an employee life cycle and proposes a new conceptual framework for HRM. The research attempts to focus on some elements that play an arbitration role among human resource management practices and organizational performance. The proposed conceptual framework is based on the HRM theories and practices that have been supported by theoretical perspectives. The conceptual framework prioritizes the links between HRM and organizational outcome through employee outcome and organization culture, outlined by the kind of HR practices implemented throughout the stages of an employees' life cycle. The theoretical perspectives of the present article contribute significantly to the existing body of knowledge and it seeks to draw the attention of corporate practitioners, academicians, and stakeholders toward the significance of implementing and following strategic HRM policies within organizations in developing economies.

The author presents a multilevel conceptual framework on the influence of Human Resource Management (HRM) on employee attitudes at the individual and work group levels of analysis. Applying a perspective of HRM as signals, the present paper draws on situationism and psychological contract theory to shed light on the process through which employee perceptions of and reactions to HRM practices become linked to outcomes at the work-group level.

This study examines talent retention in the Information and Communication Technology (ICT) sector by focusing on the relationships between human resource management (HRM), knowledge management (KM), change management (CM) and employee engagement. In this respect, a conceptual framework is proposed to understand the relationships between these constructs. The proposed framework highlights the importance of implementing specific talent retention practices in knowledge-intensive sectors like ICT, in order for employees to be engaged both with their work and their organization.