Concept Of Human Resource Management Research Articles

The Role of Human Resource Management in Sustainable Development

This paper discusses the role of human resource management (HRM) in sustainable development. With the increasing global attention to environmental, social and economic sustainability issues, human resource management (HRM), as one of the core functions within organisations, plays a crucial role in driving organisations to achieve the goal of sustainable development. The article firstly describes the core functions and concepts of HRM and analyses the needs of HRM for sustainable development strategies. Then, the role of HRM in sustainable development is explored in detail from the three dimensions of environmental sustainability, social sustainability and economic sustainability. Through case studies and discussion of challenges and strategies, this paper aims to provide theoretical support and practical guidance for the practice of HRM in sustainable development.

Exploring ethical leadership and green human resource management for social sustainable performance improvement: evidence from the Greek maritime industry

Purpose Improving the social sustainable performance of organizations requires a shift toward ethical leaders’ behaviors and green-focused human resource management initiatives. Drawing on the resource-based view of the firm, this study aims to empirically evaluate the influence of ethical leadership and green human resource management on the social sustainable performance of maritime companies. Design/methodology/approach The study analyzes empirical data from 109 Greek maritime companies and uses partial least squares structural equation modeling to examine the hypotheses. Findings The findings confirm the direct, significant and positive effect of both ethical leadership and green human resource management on social sustainable performance. The complementary (partial) mediation of green human resource management in the ethical leadership – social sustainable performance is also revealed. Originality/value This study contributes to the under-researched domain of social sustainability and addresses the emerging concept of green human resource management in the maritime transportation literature. It also highlights the effect of ethical leadership and green human resource management on the improvement of social sustainable performance, which is also lacking in the literature. The study uncovers that the presence of leaders with ethical values and the implementation of green human resource management are important for organizations seeking to achieve high levels of social sustainable performance.

Employee Readiness for GHRM and Its Individual Antecedents: Instrumental and Change-Based Approach

The aim of this paper is to identify and assess the formation of employees’ readiness to implement the green human resources management (GHRM) concept according to two research approaches: an instrumental and change-based approach, as well as to demonstrate the influence of selected individual antecedents on the formation of this readiness in business practice. The aim of the study was achieved through empirical research conducted using a survey method on a sample of 214 employees and managers from Poland. The results obtained indicate a high level of readiness of the respondents to implement the GHRM concept in their companies, regardless of the measurement method used. Moreover, it was shown that personal environmental norms, following the new environmental paradigm as well as organizational citizenship behaviors towards the environment (OCBE), significantly and positively shape the level of readiness for GHRM in the surveyed group. In contrast, there was no significant effect of individual readiness for change on employees’ readiness levels. This study makes an original and novel contribution to the literature by proposing different approaches to measuring employees’ GHRM readiness. The conclusions formulated address the implementation factors of the GHRM, enabling a more effective implementation of this concept into business practice.

Green Human Resource Management and Employee Retention in the Hotel Industry of UAE: The Mediating Effect of Green Innovation

The concept of Green Human Resource Management (GHRM) is regarded as a major turning point in managing human capital among firms. Sustainable practices, ecofriendly initiatives, and adequate management of employees (i.e., recruitment, training, performance, rewards, and involvement) are fundamental aspects of GHRM, which enable improvements in the performance of firms and enhanced competitiveness among their rivals. In this regard, the current study takes a quantitative approach towards analyzing GHRM practices and their effects on employee retention among hotels in the UAE. Furthermore, the indirect effect of green innovation is analyzed as a potential mediating variable that can better explain the GHRM–employee retention relationship. A total of 207 employees from five 5-star hotels were selected as participants to provide information regarding the factors under examination in this research. The collected data were analyzed using Smart-PLS v.3 and a partial least squares–structural equation modeling technique, which is a fitting technique for causal models. The perspective of employees on the outcome of GHRM initiatives and their willingness to remain in their firms can greatly contribute to the current understanding of GHRM and its effectiveness on employee retention in the context of the hotel industry of the UAE, and thus, aid practitioners and scholars alike.

Achieving sustainable development goals through common-good HRM: Context, approach and practice

This introduction to the special issue Achieving Sustainable Development Goals through Common-Good HRM: Context, approach and practice draws the links between the United Nations Sustainable Development Goals (SDGs), the concept of Common-Good HRM and the practice of human resource management (HRM) to extend intellectual and empirical insights into this important field. Particular attention is accorded to the collective social and environmental dimensions of SDGs and the place of HRM in contributing to the ‘common good’ within and beyond the workplace. Firms may create space and incentives for HRM to promote sustainability, or actively work to constrain meaningful action in this regard. This collection brings together a broad cross-section of articles dealing with the SDGs and HRM, identifying emerging common ground and contestation as a basis for future HRM theory building, empirical enquiry and practice.

Prediction model for behavioral intention to use E-HRM through awareness in Jordanian five-star hotels

Using web-based technologies in various HR procedures is the concept of Electronic Human Resource Management or E-HRM. It makes a big difference to the efficiency of the business by providing several options for getting things done quickly. Nevertheless, there has been scant investigation into this field, and its maximum potential remains untapped, despite its meteoric rise. The present research also suggests adding the Technology Acceptance Model (TAM) to the E-HRM continuity model to find out what factors affect workers' behavioral intention to use E-HRM systems, and how awareness plays a role in this. In order to help advance E-HRM as a field, this study aims to expand the theoretical bounds of existing research. 400 prospective employees were scouted from Jordanian five-star hotels as part of the convenience sampling procedure used to get the data. Starting in January 2022, the data was collected over one month. We used a Structural Equation Model (SEM) with Smart PLS on the dataset to evaluate our hypothesis. The study found that behavioral intention to use E-HRM is significantly influenced by perceived usefulness, perceived ease of use, trust, and subjective norms. The results only backed up two of the four hypotheses on the moderator effect. Hotel workers will be better able to handle high levels of stress and conduct their jobs more efficiently if the industry adopts E-HRM technology.

The Impact of Human Resource Management on University Development

As competition in the education industry intensifies and the knowledge economy evolves, the significance of Human Resource Management (HRM) in university institutions. This study aims to explore how HRM affects the sustainable development and competitiveness improvement of universities. This article begins with a theoretical analysis to define the concept of HRM and its particular relevance within university education. The subsequent analysis examines the multi-dimensional framework of university development, encompassing its connotation, goals, and key influencing factors. The article further elaborates on the positive effects of HRM on university teaching quality, scientific research capabilities, organizational culture, and social services. On this basis, the main challenges currently faced by university HRM are discussed, such as talent mobility, institutional constraints, resource limitations, and internationalization pressure. Finally, optimization strategies are proposed, including building a scientific human resources system, enhancing talent training and development, fostering diversity among teaching staff, and improving decision-making efficiency and transparency. The conclusions of this study aim to provide strategic insights for university education managers to better utilize human resource advantages and promote the comprehensive and sustainable development of universities.

HISTORICAL DEVELOPMENT OF SHRM: BIBLIOMETRIC ANALYSIS OF SHRM BASED ON WEB OF SCIENCE

In the study, 2,220 articles related to the concept of Strategic Human Resources Management (SHRM) published in the period of 1980-2020 and included in the SCI, SSCI and ESCI citation indexes were examined bibliometrically on the Web of Science database usingthe VOSviewer software. The purpose of the study is to essentially evaluate the studies conducted with the concept of SHRM and provide foresight for future studies. In this context, in order to evaluate the publications in the study, the changes in the number of publications in the publication volume in the field were discussed, the developments in the field, the trends in the subject headings, the countries and institutions that make the strongest contribution to the literature, the field and the most cited ones in the field were examined. The results indicated that the number of studies on the concept of strategic human resources increased in the 2000s. The acceleration in the number of studies is noteworthy, especially in 2015 and after. It is seen that frequently used keywords in the field of strategic human resources are strategy, strategic management, human resource, and performance. Other keywords with high connection strength are listed as human capital, knowledge management, strategic management, dynamic capabilities, high-performance work system and HR development. It is recommended that future researchers should carry out empirical and conceptual studies on the reasons for the differences in the number of studies published by countries in the field of SHRM and their level of interest in the field.

The Impact of Digital Era 4.0 Transformation on Human Resources Management

The rapid digital revolution has changed the paradigm of human resource management in the context of the digital era 4.0. This article presents the results of a systematic analysis of literature which aims to explain the influence of the digital revolution on Human Resource Management). A total of 20 selected journal articles were used as the basis for the research, focusing on main themes such as the transformation of the role of Human Resource Management), human resource management strategies for sustainability, and digital-based human resource management concepts. The results of a systematic analysis of literature highlight the key role of Human Resource Management as a strategic partner in facing organizational transformation in the digital era 4.0. The concept of digital-based human resource management is in the spotlight, emphasizing the importance of developing digital skills among the workforce. In addition, the findings show that Human Resource Management) plays an important role in a company's sustainability strategy, integrating economic, social and environmental aspects.

TRANSFORMATION OF HUMAN RESOURCE MANAGEMENT IN EDUCATION IN THE DIGITAL ERA

Education is an important foundation of societal development and managing human resources (HR) is key to the success of educational institutions. This article explores the basic concepts of human resource management (HRM), the role of digital transformation and its relevance in the context of education. Digital transformation has changed the education paradigm, presenting new challenges and unlimited opportunities in HRM. However, in-depth understanding of the integration between HRM and digital transformation in educational contexts is limited. This article aims to investigate the role of digital transformation in educational HRM, outline the basic concepts of HRM, and highlight its relevance in the current educational setting. A desk research method was used to evaluate literature related to HRM, digital transformation, and education. An in-depth review was conducted to present a comprehensive overview of the topic. The concept of HRM in education involves recruitment, development, performance management, and technology integration in the education process. Digital transformation changes the way of interaction, staff development, performance management, and affects the educational paradigm. A good integration between the two creates an educational environment that is adaptive, oriented towards individual development, and responsive to change. The integration of digital transformation with basic HRM concepts is crucial in creating an adaptive educational environment.

Green HRM Practices in IndiaA Study on Selected Companies

Human beings are always related with phenomena of nature, and thereby in today’s concept everything needs to be managed in such a manner that our nature, the place of our sustainability remains in its best condition. The same flow has been felt in the concept of business and interrelated activities of business. The primary concern that remains for any business is management policies and above everything it is the human which needs to be directed in proper manner, so that the concerns of any business are protected. This paper presents the idea of managing the human resources, better known as Human Resource Management (HRM), which go with the concern of protecting the nature which is titled as Green HRM. The study briefly explains the concept of Green HRM and its impact on different companies through survey of Indian Literatures to finally emphasize over the prospect of Green HRM in organizational structure.

HUMAN RESOURCES MANAGEMENT IN THE MUNICIPAL GUARD

Nowadays, local government employees have become a key capital of public organisations and a factor in their success. In the modern conditions of the economy, determined by the variability of regulations, the environment, and the development of knowledge and technology, local government institutions can achieve their goals thanks to appropriate management of human resources. In this case, the management of Municipal and City Guards, which are an important element in the public safety system, is of particular importance. The author attempts to answer the question whether in the case of Municipal and City Guards, assumptions related to the concept of human resources management are identified. The reason for taking up this issue is also the fact that acquiring em-ployees with specific competencies in the case of Municipal and City Guards is currently one of the main challenges of the management staff of these organisations.

E-HRM: Learning approaches, applications and the role of artificial intelligence

E-HRM (Electronic Human Resources Management), which is derived from the concept of HRM (Human Resources Management) plays a significant role in automating certain key processes in the department of human resources. One of the modules of E-HRM is the training or the learning module, which when combined with a digital source turns out to be an E-Learning (Electronic Learning) or E-Training (Electronic Training) module. This is a transformation of converting the learning platform from an offline to an online mode. The organizations to increase their level of training from their employees should look for a fast-paced solution at a shorter turn-around time and the prime way to perform such a strategy is to automate the whole process of training and predict the training need and outcome. This research paper is focused on two aspects of e-learning i.e., how an e-learning system is collaborated with an intelligent system in the form of Artificial Intelligence and the other aspect is how an employee turn over data fetched from organizations in the IT (Information Technology) sector can help understand the real requirements of learning among employees in the IT organizations.

THE PROBLEM OF PERSONNEL MANAGEMENT IN PEDAGOGICAL THEORY

The article deals with the problem of personnel management in pedagogical theory. Three groups of scientific and pedagogical researches have been identified: the first – scientific works of famous economists and managers; the second is the work of educators based on the development of personnel management by economists and managers, attempts to transfer Western approaches to the local soil; the third is the works of educators based directly on the study of school management problems. It is revealed that the first group considers management problems throughout the development of human history, explains the origin of management terms, examines and compares management models that exist today. It is emphasized that the adaptive management of the school team, the psychology of motivation and the needs of people in the organization, the formation of positive group motivation, the scenarios of training sessions with teachers are the main issues considered by the authors of the second group. It is noted that the management of education in market conditions, training and retraining of personnel, creation of opportunities for mastering new educational technologies, motivation of pedagogical activities, innovative climate in the educational institution – these issues are the content of the works of the authors of the third group.
 The article emphasizes that until recently the very concept of «personnel management in education» or «personnel management» was absent in management practice (in some dictionaries there is no definition of the term «management»), therefore works on management as such and educational management came to us from the works of foreign scientists. Personnel management as an independent scientific direction was formed within the humanistic management paradigm and the concept of human resources management. The need for the emergence of personnel management is due to the fact that in the context of personnel management, an employee is considered as the owner of human, intellectual and social capital, possessing professional and qualification characteristics that ensure his personal efficiency and competitiveness.

Administrative Optimization Strategy to Achieve Good Governance at SD Muhammadiyah 01 Pematangsiantar

This study explores the strategy of optimizing governance at SD Muhammadiyah 01 Pematangsiantar through a qualitative approach. Problem identification involves participatory observation and document analysis. Optimization strategies involve the use of information technology, updating administrative procedures, and increasing staff capacity through training. The implementation of the strategy shows a positive impact, improving the operational efficiency and management of the school. Improvements in the quality of education, parental involvement, and a positive work climate are also visible. This research contributes to the concepts of educational governance and human resource management. In conclusion, optimizing administration not only increases efficiency, but also opens up opportunities to improve the quality of education at SD Muhammadiyah 01 Pematangsiantar

Analysis of the Selection and Employment Model of College Counselors from the Perspective of Human Resources Management

In the context of the continuous deepening of the reform of public institutions by the country, universities, as special public institutions, need to continuously explore and try reform paths that are in line with their own development. The enterprise human resource management model serves as a means to optimize and adjust the internal personnel structure and better achieve human resource allocation, providing reference and reference for the selection and employment of college counselors. Therefore, in order to further improve the quality of college counselor selection, it is necessary to apply advanced concepts of human resource management, clarify counselor selection standards, and better complete the construction of the college counselor team. This article analyzes the current situation of college counselor selection and proposes innovative selection models to address the main problems, in order to promote the improvement of the quality and ability of college counselors.

Implementasi Manajemen Talenta Sebagai Upaya Membangun Aparatut Sipil Negara (ASN) Profesional di Pemerintah Kota Pontianak

<p>Along with development of human resource management concept paradigm it has shifted previous perception that viewed humans only one of the factors organizational production. However, currently human aspect in organization is not limited to that, but humans are asset for organization which then develops concept of talent management. Talent management has been outlined in form regulations required all government agencies to implement, including agencies in the regions. Purpose of research is describe implementation talent management in Pontianak City Government. Qualitative descriptive is method used conducting research. Results of research found to support implementation talent management, Pontianak City Government developed an application, namely Sistem Informasi Manajemen Talenta Kota Pontianak (SIMANTAP) application. Implementation talent management in Pontianak City Government begins with analyzing talent needs to predict number of talents needed according to positions will be vacant. After analysis, identification is carried out, in this case talent mapping for categorization in talent manahement box consisting of nine categories or talent mapping carried out. Based on results assessment and then determined as a succession planning group. Talent development carried out in classical and non classical forms as well other forms development that cannot be separated from monitoring and evaluation of the Personnel Development Officier. Final stage placing talents as successors to positions that are empty or vacant.</p>

Examining the role and position of the digital human resource management in economic development

In recent decades, the world of business and human resource management (HRM) has been involved with new changes that have had a major impact on organizations and economic institutions. With the advancement of technology and the expansion of digitalization, the concept of digital HRM has been introduced as a revolution in this field, which has caused major changes in the methods and processes of HRM. The objective of this study is to evaluate the impact of sustainable human resource practices on the economy, society and environment. Also, the intermediary role of digital HRM is investigated in this regard. The current research is a descriptive survey in terms of practical aim and methodology. The studied population of this research includes 5789 companies operating in industrial cities in Indonesia. The results of statistical analysis show that sustainable HRM has a direct and indirect effect on sustainable performance. Although external electronic supply chain strategy is linked to all three dimensions of sustainable performance, the hypothesis related to the effect of sustainable HRM on society with the mediating impact of internal electronic supply chain strategy has been rejected. Based on the findings, recommendations were presented to managerial sections to enhance sustainability and obtain benefits in the third issues at the same time.

The role of investment in innovative hrpolicy under globalization

In the article, were discussed the issues of personnel, human capital, innovation, personnel management processes, investments in a market economy, and the role of investments in innovative personnel policy. Also, considerations were given on the evolution of the concept of human resources management. At the same time, it has been determined that human capital will be one of the most important factors in future activities, as envisaged by SOCAR’s mission. Based on the world experience, the possibility that the role of human resources for companies has undergone certain changes has been investigated, as an example of the main causes behind these changes, the trends like increasing preference for efficiency and comprehensive skills due to the abundance of resources, the impact of achievements gained from digitalization and innovative technologies on the traditional work process and skills, immigration and demographic changes were identified, as a result of which, role of human capital within the company and new trends in resources requirement have been defined and a number of recommendations have been given.

Perceived Job Satisfaction and its impact toward employee loyalty at new higher institution in the Sarawak Corridor Renewable Energy (SCORE) Region

Job satisfaction and employee loyalty are Human resource management concepts that significantly contribute to individual and organizational performance. Both job satisfaction and employee loyalty represents one of the most critical challenges faced by the managers in organization today when it comes to managing their employees. Employees are the most valuable resource for all organizations; the longer an employee works for a company the more valuable it becomes. The aim of the study was to examine the impact of job satisfaction on employee loyalty in case of higher education sector. Descriptive analysis, independent-samples t test and bivariate correlation were employed to analyze a sample of 129 employees from one new higher institution in the middle region of Sarawak. The empirical results showed that career development, reward and compensation, job security and workplace environment have positive significant relationship with job satisfaction and loyalty among the new employees at the private institution. We have also examined the interaction among job satisfaction and employee loyalty among different groups of employees. The analysis revealed that most of the new employees between 21- 30 years old (1 year working experience) have the highest job satisfaction and loyalty indices while workplace environment is the most important factor toward job satisfaction and loyalty among the employees. In this regard, the management of the institution should develop a long term human resource strategies in order to retain the young employees in the long term. This would ultimately contributing to the high performance and productivity of the institution in the future as well as economic and social development in Sarawak.