Human Resource Management Approach Research Articles

A Strengths‐Based Human Resource Management Approach to Neurodiversity: A Multi‐Actor Qualitative Study

ABSTRACTAlthough the attention for neurodiversity in human resource management (HRM) is growing, neurodivergent individuals are still primarily supported from a deficit‐oriented paradigm, which points towards individuals' deviation from neurotypical norms. Following the HRM process model, our study explored to what extent a strengths‐based HRM approach to the identification, use, and development of strengths of neurodivergent groups is intended, implemented, and perceived in organizations. Thirty participants were interviewed, including HRM professionals (n = 15), supervisors of neurodivergent employees (n = 4), and neurodivergent employees (n = 11). Our findings show that there is significant potential in embracing the strengths‐based approach to promote neurodiversity‐inclusion, for instance with the use of job crafting practices or (awareness) training to promote strengths use. Still, the acknowledgement of neurodivergent individuals' strengths in the workplace depends on the integration of the strengths‐based approach into a supportive framework of HR practices related to strengths identification, use, and development. Here, particular attention should be dedicated to strengths development for neurodivergent employees (e.g., optimally balancing strengths use). By adopting the strengths‐based HRM approach to neurodiversity as a means of challenging the ableist norms of organizations, we add to the HRM literature by contributing to the discussion on how both research and organizations can optimally support an increasingly diverse workforce by focusing on individual strengths.

Sustainable Human Development and Human Resource Management Strategies in Building Sustainable Cities

While the context of rapid urbanization and increasing challenges faced by cities worldwide, the role of Human Resource Management (HRM) in fostering sustainable urban development has garnered significant attention. This paper presents a comprehensive review of existing literature on HRM strategies aimed at building sustainable cities. Thus, a detailed analysis of the prominent findings of studies on “human resource management” and “sustainable cities” in Google Scholar, Web of Science (WoS) and Scopus databases was presented by a literature review. The review synthesizes insights from a range of sources including academic articles to identify key themes, trends, and best practices in HRM for urban sustainability and reveals that effective HRM strategies play a crucial role in addressing urban challenges such as population growth, environmental sustainability, social inclusion, and economic resilience. Furthermore, the review highlights the importance of aligning HRM strategies with broader urban development goals and policy frameworks and emphasizes the need for collaboration among government agencies, businesses, academia, and civil society to implement integrated HRM approaches that promote sustainable urban growth and enhance the quality of life for urban residents. The findings from this literature review also contribute to a deeper understanding of the role of HRM in building sustainable cities. Therefore, this paper concludes with recommendations for future research directions and practical implications for human resource (HR) professionals, policy makers, and urban planners seeking to create more sustainable urban environment.

Human resources for health: a framework synthesis to put health workers at the centre of healthcare

BackgroundHuman resources are a key determinant for the quality of healthcare and health outcomes. Several human resource management approaches or practices have been proposed and implemented to better understand and...

Analysis of the Contribution of HRM to the Process of POAC in Improving the Quality of Teachers at SDIT AZ-Zahra Rantau, Tapin Regency

This study analysed the contribution of human resource management (HRM) to the processes of planning, organizing, actuating, and controlling (POAC) in improving teacher quality at SDIT Az Zahra Islamic elementary school in Tapin Regency, South Kalimantan Province of Indonesia. A qualitative case study approach was employed involving interviews with the school principal, foundation representatives, and teachers, as well as classroom observations and document analysis. The findings revealed SDIT Az Zahra implements the POAC framework effectively in its HRM practices. The planning stage involves needs assessment through surveys and performance data analysis. Organizing prioritizes task delegation and program coordination aligned with identified needs. Actuating centres on delegation, rewards, and a supportive work environment. Controlling includes regular program evaluations and feedback mechanisms. While teachers valued training opportunities, there was a need for more skills-focused and personalized development. Challenges in integrating faith, knowledge and technology into lessons were also identified. Recommendations include pursuing partnerships for shared resources, leveraging technology for teacher development, and benchmarking with other schools. Overall, SDIT Az Zahra's data driven HRM approach utilizing POAC shows promise for maintaining high teacher quality and achieving academic excellence. The study contributes insights into improving HRM alignment with organizational goals in Islamic educational institutions.

Optimization of Lecturer Resource Management at the Faculty of Islamic Studies

This study examines Human Resource Management (HRM) practices within the Faculty of Islamic Studies at two universities: Pancabudi Development University and Dharmawangsa University. The research aims to analyze key HRM aspects, including recruitment, selection, competency enhancement, performance management, coaching, and the development of educational staff and faculty members at these institutions. The study adopts a multi-site approach, encompassing both faculties, and utilizes qualitative research methods, specifically a naturalistic interactive approach that involves organic interactions between researchers and participants. The findings reveal that both universities follow general standards for recruitment and selection, such as assessing prior needs and consulting with WR1, although the selection methods varied between institutions. Performance improvement strategies at both universities include participation in various training activities and seminars. Coaching and development efforts at Pancabudi Development University emphasize on-the-job and in-service training, whereas Dharmawangsa University incorporates third-party providers for training initiatives. Moreover, at Pancabudi Development University, the development of educator professionalism is integrated into the broader campus development strategy, while Dharmawangsa University prioritizes ongoing professional development. In conclusion, although the HRM approaches at both universities differ, they are aligned in their overall objectives to enhance HRM and campus development. These findings suggest that institutions implementing well-planned organizational strategies are likely to achieve superior accreditation outcomes.

Green Human Reosurce Management : A Bibiometric Analysis

Green Human Resource Management (GHRM) is a human resource management approach that is increasingly important in the context of organizational sustainability. Bibliometric studies highlight trends, patterns, and developments in GHRM research to provide insight into the contribution and evolution of this concept. This paper presents a bibliometric review of the GHRM literature, exploring research focus, methods used, and directions of development. Bibliometric analysis can help identify research gaps and provide a foundation for the development of more sustainable GHRM theory and practice in the future.

Building Green Human Resource Behavior with Integrity: An Islamic Human Resource Management (HRM) Approach

This research aims to explore how the application of Islamic Human Resource Management (HRM) principles can shape human resource behavior that embodies integrity and aligns with Islamic teaching values, while also integrating green HRM practices to promote environmental sustainability. Using a qualitative approach and in-depth literature study, this research analyzes the concept of Islamic HRM, the core values it encompasses, and human resource management practices that are consistent with Islamic principles. Additionally, this study examines the role of green HRM in fostering environmentally responsible behaviors among employees, highlighting the synergies between Islamic HRM and sustainability. The research results show that the application of Islamic HRM can cultivate human resource behavior characterized by integrity, trust, fairness, responsibility, and environmental stewardship. This research also provides examples of best practices from organizations that have successfully implemented both Islamic HRM and green HRM principles in managing their human resources. The findings of this research offer valuable insights for human resource practitioners, organizational leaders, and academics in designing strategies to develop human resource behavior that not only aligns with the values of Islamic teachings but also supports sustainable business practices.

Impact of Human Resource Management on The Implementation of Physical Education Program in Selected Universities in Guizhou Province: Basis for Inputs to Policy Reformulation

This study investigated the impact of human resource management (HRM) strategies on the implementation of Physical Education Programs (PEPs) in selected universities within Guizhou Province, China. Employing a descriptive-correlational research design, data were gathered through self-made questionnaires assessing the implementation of HRM practices and PEPs. The study involved 310 physical education teachers from Guizhou Medical University, Guizhou University, and Guizhou Normal University. Findings revealed moderate to high levels of HRM implementation across various aspects, with room for improvement in employee satisfaction and compensation. Similarly, PEP implementation demonstrated moderate levels across key areas, suggesting opportunities for enhancement. Significant correlations were observed between certain HRM practices, such as performance evaluation, and aspects of PEP implementation, notably curriculum integration. However, other HRM factors showed less substantial impacts on PEP implementation. Based on these findings, recommendations were proposed to optimize HRM practices and improve PEP effectiveness. These included tailored professional development initiatives, revised performance evaluation practices, prioritization of employee satisfaction, enhancement of compensation and benefits, promotion of academic freedom, adoption of a holistic HRM approach, facilitation of collaborative partnerships, and establishment of a culture of continuous improvement and evaluation.

INTEGRASI PERILAKU DAN KOMPETENSI KEPEMIMPINAN TRANSFORMASIONAL DALAM MENUNJANG KINERJA ORGANISASI ( Studi organisasi Kantor “x”)

Abstract. This case study explores the influence of transformational leadership style in facilitating innovation and synergy in an institution. Through the analysis of conceptual relationship diagrams among various operational elements within the organization, this study demonstrates how transformational leadership impacts decision-making processes, innovation, and competency enhancement. In this context, leadership acts not only as a decision maker but also as a motivator inspiring active participation and commitment from team members. The emphasis on consultation and coordination in decision-making illustrates the implementation of democratic practices supporting a collaborative and inclusive work environment. Furthermore, the study identifies innovation as a central pillar driving the institution to adapt to changes and meet the dynamic market needs. Initiatives such as the implementation of modern technology and new approaches in human resource management are illustrated as key components in the organization’s innovative strategy. The findings of this case study underscore that transformational leadership is effective in triggering organizational growth and sustainability by integrating innovation and collaboration. The implications of these findings provide important insights for other institutional leaders in designing leadership strategies that not only direct the organization to achieve its targets but also ensure ongoing adaptation and growth in a continually changing environment. This study offers valuable contributions to the literature on organizational leadership, particularly in the context of institutions operating in the era of globalization and digital transformation.

A comprehensive examination of human resource management elements and organizational performance

Comprehensive analysis is to offer an extensive summary of the present condition of the research on the connection between organizational performance and HRM components. Using the PRISMA criteria as a guide, a comprehensive investigation of electronic database work was done to locate relevant publications published through the review date. To select empirical research that analyzed the effects of different Human Resource Management (HRM) components on the performance of organizations, inclusion criteria were developed. The quality of the chosen studies was evaluated severely and data were retrieved for synthesis. The results of a wide range of studies analyzing several facets of HRM, such as employee engagement, pay as well as benefits, performance evaluation, training and development, recruitment along with selection, have been gathered in this systematic review. The review evaluates the quality of evidence pertaining to the established correlations between HRM aspects and organizational performance, as well as the diverse approaches utilized in the literature. The review offers an advanced understanding of the intricate relationship that exists between HRM components and organizational performance. It points out gaps in the existing body of knowledge and makes recommendations for future study topics that provide useful takeaways for HR specialists and organizational executives looking to improve overall performance through strategic HRM approaches.

Contemporary Human Resource Management Practices and Diversity in Changing Business Environments

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 Relationship Between Strategic Human Resource Management Practices and the Employment of Vulnerable Workers: A Two-Wave Study Among Employers.

To improve the inclusion of vulnerable workers in the labor market, employer behavior is key. However, little is known about the effectiveness of strategic Human Resource Management (HRM) practices that employers use to employ vulnerable workers. Therefore, this exploratory study investigates the association between strategic HRM practices (based on social legitimacy, economic rationality and employee well-being) and the actual and intended employment of vulnerable workers in the future. In total, 438 organizations included in the Netherlands Employers Work Survey participated in a two-wave study with a nine-month follow-up period. Logistic regression models were used to estimate the relationship between strategic HRM practices (T0) with the employment of vulnerable workers (T1) and intentions to hire vulnerable workers (T1), while controlling for organizational size, sector, and employment of vulnerable workers at baseline. Employers who applied strategic HRM practices based on social legitimacy (e.g., inclusive mission statement or inclusive recruitment) or economic rationality (e.g., making use of reimbursements, trial placements, or subsidies) at T0 were more likely to employ vulnerable workers and to intend to hire additional vulnerable workers at T1. No significant results were found for practices related to employee well-being. Since different types of strategic HRM practices contribute to the inclusion of vulnerable workers, employers can build on their strategic priorities and strengths to create inclusive HRM approaches. Future research is needed to study whether these strategic HRM domains also relate to sustainable employment of vulnerable workers.

A Strategic Human Resource Management Approach to Facilitating Volunteer Legacies From Mega-Sport Events: The Moderating Impact of Gender and Experience in the Case of Rio 2016

Volunteers are crucial for successful event delivery, from community to mega-events. Mega-sport events (MSE) are sold on their generative potential for social legacies for host communities like volunteering to support future community and tourism activity. With the lens of the temporal extension of the socioecological framework (TESEF), we propose that strategic human resource management (SHRM) across the volunteer journey will facilitate post-MSE legacy. A previously used online questionnaire and then structural equation modeling (SEM) are used to test 10 hypotheses with 4,824 Rio 2016 Olympic and Paralympic Games volunteers. Analysis revealed four predictors (SHRM: recruitment, job allocation, and supervision; and Motivational: variety) have significant positive effects on overall satisfaction. However, volunteer training and overall satisfaction had a highly negative influence on legacy potential. SEM revealed the moderating effect of volunteers??? gender and prior experience. Gender moderated five relationship paths and experience moderated six relational paths. MSE management implications are explored.

Understanding Human Resource Management: Exploring Psychological Dynamics and Strategic Approaches through Qualitative Description and Literature Review

This qualitative research study aims to explore the intersection of human resource management (HRM) practices with psychological dynamics and strategic approaches. The research methodology involves a systematic literature review to analyze existing literature on HRM, psychological theories, and strategic HRM practices. Through comprehensive literature search and selection, relevant sources were identified from academic databases, scholarly journals, and books. Data extraction and analysis were conducted using thematic analysis techniques to identify key themes, concepts, and findings related to psychological dynamics and strategic HRM. The findings reveal the critical role of psychological theories, such as Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory, in understanding employee motivations and behaviors. Additionally, strategic HRM approaches, including Guest's model and High-Performance Work Systems (HPWS), were identified as effective frameworks for aligning HRM practices with organizational goals. The integration of technology, such as artificial intelligence and predictive analytics, emerged as a key trend in enhancing HRM efficiency and effectiveness. Overall, this research highlights the importance of addressing employees' psychological needs and leveraging strategic HRM practices to foster organizational success and employee well-being

Framing a strategic, stakeholder and contextual view of employee assistance programmes: A systematic review and an integrated conceptual model

AbstractScholars across disciplines (e.g., medicine and health, human resource management, organizational behaviour) have paid increasing attention to employee assistance programmes (EAPs) over the past 40 years. Our study systematically reviewed 327 EAP studies published in peer‐reviewed journals from 1980 to December 2021. We provided both descriptive and thematic analyses of this body of literature. We revealed that existing research has not paid sufficient attention to the role of multiple stakeholders, the importance of context and the strategic nature of EAPs, all of which are critical to EAP effectiveness. To fill these gaps, we develop an integrated conceptual model for EAP research that highlights the stakeholder perspective, strategic human resource management and contextual approach. We argue that EAPs cannot yield desirable outcomes without three forms of ‘strategic fit’: the internal fit between EAPs and a bundle of HR strategies; the organizational fit between EAPs and business strategies; and the environmental fit between EAPs and the environmental contexts. We suggest that employees and other diverse stakeholders should proactively engage in the EAP process to achieve mutual gains.

Strategic HRM in the logistics and shipping sector: Challenges and opportunities

Strategic Human Resource Management (HRM) plays a critical role in the success and sustainability of organizations, particularly in dynamic and competitive industries such as logistics and shipping. This review explores the challenges and opportunities inherent in implementing Strategic HRM practices within the logistics and shipping sector. In recent years, the logistics and shipping industry has witnessed significant transformations due to globalization, technological advancements, and evolving customer demands. Consequently, HRM strategies must adapt to these changes to effectively manage human capital and drive organizational performance. One of the primary challenges faced by HR professionals in the logistics and shipping sector is the recruitment and retention of skilled talent. The industry's high demand for specialized skills, coupled with a shortage of qualified professionals, intensifies competition among companies. Moreover, the transient nature of employment in this sector, characterized by seasonal fluctuations and contract-based arrangements, complicates talent management efforts. Strategic HRM approaches must address these challenges by implementing robust recruitment strategies, offering competitive compensation packages, and providing opportunities for continuous learning and career development. Additionally, the logistics and shipping industry operates in a highly regulated environment with stringent safety and compliance standards. HRM practices must ensure that employees are adequately trained and compliant with industry regulations to mitigate risks and maintain operational efficiency. This necessitates the implementation of rigorous training programs, safety protocols, and performance management systems to uphold organizational standards and ensure employee well-being. Despite these challenges, Strategic HRM in the logistics and shipping sector presents significant opportunities for innovation and growth. Advancements in technology, such as automation and data analytics, enable HR professionals to streamline processes, enhance workforce productivity, and make data-driven decisions. Moreover, strategic partnerships with educational institutions and vocational training centers can facilitate the development of a skilled workforce tailored to the industry's evolving needs. Strategic HRM in the logistics and shipping sector is vital for addressing challenges, optimizing workforce performance, and capitalizing on opportunities for sustainable growth. By adopting a strategic approach to human resource management, organizations can navigate the complexities of the industry landscape and achieve competitive advantage in the global market.

Strategic HRM in the logistics and shipping sector: Challenges and opportunities

Strategic Human Resource Management (HRM) plays a critical role in the success and sustainability of organizations, particularly in dynamic and competitive industries such as logistics and shipping. This review explores the challenges and opportunities inherent in implementing Strategic HRM practices within the logistics and shipping sector. In recent years, the logistics and shipping industry has witnessed significant transformations due to globalization, technological advancements, and evolving customer demands. Consequently, HRM strategies must adapt to these changes to effectively manage human capital and drive organizational performance. One of the primary challenges faced by HR professionals in the logistics and shipping sector is the recruitment and retention of skilled talent. The industry's high demand for specialized skills, coupled with a shortage of qualified professionals, intensifies competition among companies. Moreover, the transient nature of employment in this sector, characterized by seasonal fluctuations and contract-based arrangements, complicates talent management efforts. Strategic HRM approaches must address these challenges by implementing robust recruitment strategies, offering competitive compensation packages, and providing opportunities for continuous learning and career development. Additionally, the logistics and shipping industry operates in a highly regulated environment with stringent safety and compliance standards. HRM practices must ensure that employees are adequately trained and compliant with industry regulations to mitigate risks and maintain operational efficiency. This necessitates the implementation of rigorous training programs, safety protocols, and performance management systems to uphold organizational standards and ensure employee well-being. Despite these challenges, Strategic HRM in the logistics and shipping sector presents significant opportunities for innovation and growth. Advancements in technology, such as automation and data analytics, enable HR professionals to streamline processes, enhance workforce productivity, and make data-driven decisions. Moreover, strategic partnerships with educational institutions and vocational training centers can facilitate the development of a skilled workforce tailored to the industry's evolving needs. Strategic HRM in the logistics and shipping sector is vital for addressing challenges, optimizing workforce performance, and capitalizing on opportunities for sustainable growth. By adopting a strategic approach to human resource management, organizations can navigate the complexities of the industry landscape and achieve competitive advantage in the global market.

Unlocking the relationship between ambidextrous leadership style and HRM practices in knowledge-intensive SMES

PurposeThis paper aims to explore the relationship between owner-manager or leader’s ambidextrous leadership style and its effect on human resource management (HRM) practices, contextual ambidexterity and knowledge-intensive small- and medium-enterprises (SMEs) strategic agility.Design/methodology/approachThis study presents an in-depth qualitative case study analysis of two knowledge-intensive SMEs from India’s information technology and health-care products industry serving a range of global clients. Using the theoretical lenses of empowerment-focused HRM practices, ambidextrous leaders, contextual ambidexterity and strategic agility, semi-structured interview data of leaders, managers and employees of the case organizations were analysed. Through a two-staged analytical process, we abductively developed a novel conceptual framework at the intersection of the above theoretical lenses.FindingsThe findings suggest that the knowledge-intensive SME’s strategic agility, ambidexterity and empowerment-focussed HRM approach was influenced by the owner-manager or leader’s ambidextrous leadership style and their philosophy towards managing people and had a positive impact in creating a culture of trust, participation, risk-taking and openness, and led to delivering innovative products and services as well as several positive employee-level outcomes.Originality/valueRecent literature reviews on HRM In SMEs highlight several gaps, including the impact of owner-manager or leader’s philosophy of managing people in shaping HRM practices and employee outcomes. This paper thus adds to the existing literature on HRM and knowledge-intensive SMEs.

AI: A knowledge sharing tool for improving employees’ performance

ABSTRACT The utilisation of artificial intelligence (AI) is progressively emerging as a significant mechanism for innovation in human resource management (HRM). The capacity to facilitate the transformation of employee performance across numerous responsibilities. AI development, there remains a dearth of comprehensive exploration into the potential opportunities it presents for enhancing workplace performance among employees. To bridge this gap in knowledge, the present work carried out a survey with 300 participants, utilises a fuzzy set-theoretic method that is grounded on the conceptualisation of AI, KS, and HRM. The findings of our study indicate that the exclusive adoption of AI technologies does not adequately enhance HRM engagements. In contrast, the integration of AI and KS offers a more viable HRM approach for achieving optimal performance in a dynamic digital society. This approach has the potential to enhance employees’ proficiency in executing their responsibilities and cultivate a culture of creativity inside the firm.

Operationalising employee capabilities post pandemic crisis: a sustainable HR approach

AbstractSustainability scholars argue that sustainable human resource management (HRM) promotes positive financial, social, and human capital outcomes. Sustainability linked with people management creates an enduring business. However, many challenges exist for firms implementing and maintaining a sustainable HRM program. Evidence suggests that these challenges could intensify in economic uncertainty, and firms' sustainable HRM endeavours will likely be abruptly terminated in an uncertain environment. This article explores the adverse outcomes of economic uncertainty and the potential value of a sustainable HRM approach. A model drawing on the Resource-Based View and utilizing Dynamic Capabilities and Absorptive Capacity highlights how the practitioner can operationalize a sustainable approach to HRM in times of uncertainty.