Corporate Human Resource Management Research Articles

Building a committed workforce: the synergistic effects of coaching leadership, organizational self-esteem, and learning goal orientation

In today’s volatile, uncertain, complex, and ambiguous (VUCA) work environments, mitigating employee burnout and turnover has become a critical concern. The enhancement of employee engagement stands out as a pivotal focus in corporate human resource management. Coaching leadership focuses on the encouragement and inspiration of employees, which can effectively stimulate the internal potential of employees, enhance work ability and enhance engagement. However, previous research on the relationship between coaching leadership style and employee engagement are limited, thus obscures the essential function in enterprise development and core competitiveness. The research collected 402 valid responses from MBA and EMBA students at the School of Business, and examines the effect of coaching leadership on employee engagement. Results indicate that coaching leadership significantly enhances multiple facets of employee engagement, including vigor, devotion, and absorption. Crucially, organizational self-esteem emerges as a mediating factor, while learning goal orientation strengthens the positive effects of coaching leadership. This research sheds light on the nuanced dynamics of effective leadership in contemporary workplaces, also it underscores the need for more nuanced, industry-specific analyses and broader exploration of moderating variables. Ultimately, the insights garnered hold profound implications for leadership training, human resource strategies, and performance metrics, emphasizing a more integrative and holistic approach to leadership and employee development in vocational contexts.

Building a committed workforce: the synergistic effects of coaching leadership, organizational self-esteem, and learning goal orientation.

In today's volatile, uncertain, complex, and ambiguous (VUCA) work environments, mitigating employee burnout and turnover has become a critical concern. The enhancement of employee engagement stands out as a pivotal focus in corporate human resource management. Coaching leadership focuses on the encouragement and inspiration of employees, which can effectively stimulate the internal potential of employees, enhance work ability and enhance engagement. However, previous research on the relationship between coaching leadership style and employee engagement are limited, thus obscures the essential function in enterprise development and core competitiveness. The research collected 402 valid responses from MBA and EMBA students at the School of Business, and examines the effect of coaching leadership on employee engagement. Results indicate that coaching leadership significantly enhances multiple facets of employee engagement, including vigor, devotion, and absorption. Crucially, organizational self-esteem emerges as a mediating factor, while learning goal orientation strengthens the positive effects of coaching leadership. This research sheds light on the nuanced dynamics of effective leadership in contemporary workplaces, also it underscores the need for more nuanced, industry-specific analyses and broader exploration of moderating variables. Ultimately, the insights garnered hold profound implications for leadership training, human resource strategies, and performance metrics, emphasizing a more integrative and holistic approach to leadership and employee development in vocational contexts.

Sustainable human resource management practices and corporate sustainable supply chain: the moderating role of firm technology orientation

ABSTRACT This study investigates how corporate human resource management practices contribute to sustainable supply chain practices. The two types of human resource management practices relating to corporate social responsibility, include (1) employee standardised work conditions practices and (2) employee well-being and development practices. Corporate technology orientation is investigated as a moderating factor on the empirical evidence from 15 companies in the mobile technology industry. Results show that employee well-being and development practices lead to stronger community-oriented social responsibility, thus the increasing adoption of sustainable supply chain practices. Corporate technology orientation strengthens the positive impacts of employee well-being and development practices. These results imply the importance of adopting appropriate human resource management strategies, to deploy a sustainable supply chain.

Challenges and Opportunities for Corporate Human Resource Management in the Context of Artificial Intelligence

With the continuous development and maturity of Internet technology, big data and artificial intelligence have gradually become the new products of the 21st century, and their applications are expanding while promoting the development of science and technology. As artificial intelligence has the advantages of fast, accurate and convenient, its application in the field of enterprise human resource management has brought a new working mode for enterprise human resource management and put forward higher requirements for enterprise human resource managers. On this basis, this paper gives an overview of the development and application of artificial intelligence, discusses the specific application of artificial intelligence in enterprise human resource management, focuses on the challenges and opportunities faced by enterprise human resource management in the context of artificial intelligence, and aims to bring technical support to relevant departments.

Retracted: A Performance Analysis Model for Corporate Human Resource Management Based on Extenics Theory

Retracted: A Performance Analysis Model for Corporate Human Resource Management Based on Extenics Theory

Fostering innovative behaviours of public sector employees: the potency of innovation-based HR practices, risk propensity and error tolerance

PurposeAlthough the innovative behaviour of public employees is critical for the creation of public value and meeting of public interests, the authors are uncertain about the role of the human resource (HR) system in affecting individual behaviour as past studies tended to discuss innovation at the organisational level of analysis. Based on corporate human resource management (HRM) literature, the authors draw from the ability-motivation-opportunity (AMO) model to examine the influence of innovation-based HR practices on work-related risk propensity and innovative behaviour and the moderating role of perceived error tolerance of public sector organisations.Design/methodology/approachDyadic data were collected from supervisors and their subordinates in various public sector organisations in the UAE. The authors collected valid responses from 100 managers and 200 employees.FindingsThis study's findings demonstrate that the HR system in the public sector shapes employees' behaviour at the individual level of analysis, consistent with the corporate HRM literature. The authors reveal that innovation-based HR practices significantly promote employees' innovative work behaviour because they trigger their inclination and disposition to take risks. Furthermore, the authors provide evidence that such risk-taking propensity at work is heightened under the conditions of a high level of error tolerance by the organisational management.Practical implicationsThis study's findings point out the importance of implementing innovation-based HR practices, such as recruitment, reward and training, to drive public sector employees' innovative work behaviour as they could galvanise their risk-taking propensity and, subsequently, innovative behaviour. Public sector managers also need to develop an innovation culture tolerant toward employees' mistakes to further foster employees' work innovativeness. Policy wise, this study's findings could be integrated into the national innovation strategy to drive the national growth in the UAE.Originality/valueThis study sheds light on the drivers behind innovative behaviour among public employees, which is a less researched area, especially in a non-Western context.

The impact of corporate human resource management on corporate structure and image power based on grey correlation analysis

Abstract This paper uses a gray correlation algorithm to analyze the relationship between enterprise human resource management, enterprise structure, and enterprise image. By determining the sequence of characteristics and the sequence of factors of human resource management, the main factors affecting corporate structure and corporate image are analyzed. The gray correlation axiom and gray correlation degree are used to determine the degree of influence that human resource management has on enterprise structure and image. The gray correlation between the three is calculated by combining the steps of gray correlation calculation and gray correlation analysis. The results show that from the results of correlation coefficient calculation, the correlation coefficient of human resource management on enterprise structure and imagination is high. The correlation coefficient between enterprise structure and leadership level is 0.598, and the correlation coefficient between leadership level and employee turnover rate is 0.541. Human resource management can influence the degree of embodiment of the enterprise to a certain extent, and when the enterprise’s human resource management is perfected, the embodiment of the enterprise’s product image degree is the highest at 0.75, and that of the visual image is 0.7.

The association between emotional intelligence and decision making for pilots

Emotional Intelligence (EI) refers to the regulation, perception, and management of self and others’ emotions. EI has been used to gain insights into decision making in corporate Human Resource Management (HRM) contexts, as well as in stressful situations. The link between EI and decision making in HRM could have great benefits to training and management in high-consequence and safety-critical industries. This research investigated the association between EI and decision making of pilots in the aviation industry. The aim was to uncover the level of association between EI dimensions and decision making for pilots; as well as to understand the role that pilots perceive EI dimensions play in their decision making in safety-critical scenarios. One hundred and seventeen pilots completed an online survey comprised of the Wong-Law EI Scale, decision making scenarios, and open-ended questions. The mixed-method analysis of the survey data showed a correlation between individual EI dimensions and decision-making scenarios, rather than the total scores. There are potential implications for general HRM research in EI and decision making as well as practical implications for the aviation industry. Overall, it was found that there is a link between EI and decision making, specifically for scenarios that involve other cognitive functions.

Корпоративное обучение сотрудников в партнерстве с высшими учебными заведениями

In the presented work, the issues of the organization of in-house training based on the partnership of a commercial company and an educational organization of vocational education are considered. Continuing education helps professionals climb the corporate ladder and achieve success at work, and also allows corporations to save on expensive external hiring by promoting from within. The article substantiates that in modern conditions, when the gap in the skills that the employer expects from employees and their actual level is quite deep, corporate human resource management systems face the need to take advantage of corporate training, including that implemented on the basis of bilateral cooperation between industrial and academic structures. It is concluded that in conditions of talent shortage, it is extremely important for companies to adopt strategies that promote lifelong learning, professional development and retraining of the workforce.

Development in the Garment and Textile Industry in Bangladesh: A Changing Global Environment

The reason for writing this paper is to identify the development in the garment & textile (G&T) industry in Bangladesh after the Rana Plaza distaster on 26^th April, 2013. This paper charts the development of Human Resource Management (HRM) / Industrial Relations (IR) practices within the G&T industry in Bangladesh after the Rana Plaza disaster. The changes in HRM / IR are arguably rooted in the so-called Rana Plaza disaster, which left 2500 people injured and 1,134 dead. The study has adopted a triangulation technique (structured and open-ended interviews) to validate the data collected. The entire process of data coding was done manually. With regards to health & safety issues, the findings suggest that Western international managers show a higher level of awareness than non-Western international managers. In line with HRM practices, the Multinational Companies (MNCs) provide an exemplar of the introduction of corporate HRM policies in the G&T industry in Bangladesh. The study also found that Western international managers follow different HR policies but they have limited presence compared to the non-Western international managers. The study used a questionnaire in the ‘Bangla’ language for factory workers. This was because the workforces are generally not educated. The trade union officials and government officials also had a limited capacity in the use of language other than ‘Bangla’ and preferred to communicate in their native language. The suggestions that is driven from this research include a) the international managers could provide support for trade union officials to improve the workers capability through a workers education programme, b) the MNCs could encourage their workers to form a trade union, c) the non-Western international managers may benefit from a special training program for health & safety issues within a multicultural setting. The findings of this research would benefit a number of stakeholders that consist of employers, employers’ associations, government, country policy makers, international organisations and NGO’s.

СОВРЕМЕННЫЕ ТЕНДЕНЦИИ В РАЗВИТИИ КОРПОРАТИВНЫХ ОБРАЗОВАТЕЛЬНЫХ СИСТЕМ НА ПРЕДПРИЯТИЯХ

The paper discusses the evolution of business education processes in the system of corporate human resource management. It highlights modern approaches to the development of various competencies of their employees in the context of digital education transformation. Authors define that some corporate educational centers of the largest Russian companies prefer to use online resources in training programs. The distance format of employee training allows to optimize costs, to increase the number of employees trained at the same time, regardless of location, at any convenient time. An analysis of the corporate educational platform structure for a Russian telecommunications company was carried out, the main trends and innovative tools used in the learning process were identified. The key vectors are outlined for the development of corporate human resource management using modern digital technologies in terms of environmental requirements changes.

Innovative application of big data in enterprise human resource management

In the context of the era of enterprise informationization, big data is constantly infiltrating into the daily life of human beings, providing a more convenient experience for life in a more "understand you" way. Today, big data analysis has become an important aspect of corporate human resource management. The traditional enterprise human resource management model cannot meet the needs of development and reform in the era of big data. This paper first explains the concept of big data and enterprise human resource management and the relationship between the two, then analyzes the problems existing in the innovative application of big data in enterprise human resource management under the background of digitalization, and finally discusses the innovation in enterprise human resource management[1]. The significance of applying big data gives the strategy of innovative application of big data in enterprise human resources management.

Project Manager’s Competencies Required by Corporate Management of Chemical Industry in the Czech Republic

Purpose of the article: This paper focuses on the issues of project manager competencies in corporate practice. It presents required project management competencies from the point of view of corporate management representatives – human resource managers.Methodology/methods: The paper introduces the outcomes of the research conducted in the chemical companies in the Czech Republic in 2019. The research involved 514 chemical companies that were active in manufacturing chemical substances; in total, 60 from the addressed number of respondents replied.Scientific aim: The scientific aim of this paper is to summarise the required project management competencies from the point of view of corporate management representatives.Findings: The article presents the most important requirements for the project manager’s competencies, project manager selecting tools and tools for enhancing competencies. The specification of requirements on this position and their verification, the selection of project managers and education in area of project management are indicative of one of the possible practical forms of Career Systems for Project Managers.Conclusions: This paper identifies the required project management competencies from the point of view of corporate management representatives – human resource managers and tools usable for project managers’ career development. The limiting factor of the paper is the scope of activity of the companies focussing solely on the chemical industry. Implementation of recommended tools and procedures in human resource management can bring a new dimension into corporate human resource management, project management, improvements in relationships in the teams, in the workplace, and broader possibilities of employee development.

Work Emotion Intervention and Guidance Training Method for Enterprise Employees Based on Virtual Reality.

Objective Improper management of employees' emotions has a great impact on work status and work efficiency, and emotional management has increasingly become a very important part of corporate human resource management. How to adjust the various emotions of employees, so that employees can work in a fuller and more passionate attitude, is a problem that enterprise managers need to consider. From the perspective of employees themselves, a good mood will also bring happiness and satisfaction to life and work. Only in this way can the company and the employees be satisfied with each other and continue to maintain the good development momentum of the company. Method This paper proposes a new method of using virtual reality scenes to induce human emotions. Based on computer science and psychological cognitive science, a scene library of “virtual reality emotion induction system” is constructed. Emotion induction based on virtual reality scenes has better interactivity and generalization, as well as stronger immersion and user operability. Its emotional arousal is high, the data is reliable, and the interference of environmental factors in the induction process is weakened, and relatively objective emotional data can be obtained. The factors affecting the emotional management of the enterprise are investigated by means of a questionnaire survey, statistics and problems are found, and the objective problems existing in the emotional management work of the company are determined. According to the analysis, the problems are summarized, and it is believed that the company still has certain room for improvement and improvement potential in terms of corporate culture construction, emotional counseling system construction, and human resource career planning. In the research of this paper, through the combination of theory and practice, the enterprise's emotional management work has been comprehensively analyzed, and the practical problems existing in its emotional management work have been found through questionnaires. Results/Discussion. In the field of enterprise human resource management, emotion management is always an eternal topic worthy of our attention. But unfortunately, emotional management has not been given enough attention by managers. Most companies often think that emotions are their own business. Employees should self-regulate, control, and tolerate themselves. They should not bring personal emotions to work and even think that emotional work is unprofessional. This kind of misunderstanding has led to the fact that emotional management has not received due attention and affirmation in many enterprises.

Assessing scope and nature of human capital management practised by Zimbabwe’s gold mining sector

Orientation: The article focuses on corporate social responsibility in the area of human resources management practised in Zimbabwe’s gold mining sector.Research purpose: This study aimed to assess socially responsible human resources management practised by Zimbabwe’s gold mining sector. The study also determines which among the five governance systems; local private, government-owned, listed on Zimbabwe Stock Exchange, multinational not listed and listed on foreign stock exchanges leads in this regard.Motivation for the study: Mining industries are usually labour-intensive. Corporate social responsibility and human resources management are indispensable components of mining companies.Research approach/ design and method: The study uses a multiple case study design with a population of 35 large-scale gold mining companies that are members of both Chamber of Mines of Zimbabwe and Mine Industry Pension Fund. Twenty-three companies participated in the study. The study uses mixed methods approach using a questionnaire and structured interviews to collect quantitative and qualitative data, respectively. Kruskal–Wallis rank test was used to test the differences in the governance structures’ performances.Main findings: The results indicate that gold mining companies exercise socially responsible human resources management and the listed on foreign stock exchanges have the highest index signifying best performance, followed by government-owned.Practical/managerial implications: The corporates can improve their social responsibility in human resources management by using the balanced scorecard to assess their own performances. The regulation prescribes most human resources management issues in the mining sector. Managers can benefit from the perceptions of the workers concerning how other governance structures implement socially responsible human resources management.Contribution value-add: This study contributes to the previous literature on socially responsible human resources management by illuminating the possible role played by governance structure in corporate social responsibility adoption. Theoretical perspectives of the firm, which are shareholder, stakeholder and societal, cannot act alone to explain the complex phenomenon of structure-conduct-performance in assessing the nature of socially responsible human resources management. Therefore, future research must combine the principles of these perspectives with concepts of the legal environment, board structure and managerial attitudes as determinants of the nature and scope of socially responsible human resources management.

Retracted] A Performance Analysis Model for Corporate Human Resource Management Based on Extenics Theory

There are several problems with the performance analysis of corporate human resource management (HRM), namely, the incomplete index system and the difficulty in decision‐making under multiple fuzzy factors. To solve these problems, this paper improves the method for corporate HRM performance analysis (HRMPA). First, a novel corporate HRMPA index system was established under the principle of comprehensiveness. Next, the fuzzy closeness of corporate HRMPA was calculated based on fuzzy theory, and the extenics correlation coefficient of corporate HRMPA was computed with the aid of the extenics theory. Then, fuzzy extenics factors were introduced to create an integrated corporate HRMPA model. The proposed model was proved valid and feasible through case analysis. The research results shed new light on the theories of HRMPA and enjoy great applicable value in engineering.

УПРОВАДЖЕННЯ КОРПОРАТИВНОЇ СОЦІАЛЬНОЇ ВІДПОВІДАЛЬНОСТІ У СИСТЕМУ УПРАВЛІННЯ ПЕРСОНАЛОМ ПІДПРИЄМСТВА

The problem of establishing and maintaining the relationship between corporate social responsibility and personnel management systems is becoming increasingly important for businesses, as it is associated with significant economic and social benefits. They include growth of motivation and loyalty of employees, which leads to increased income, increased competitiveness of enterprises, improving their image. Special attention should be paid to the research problems of theoretical and methodological base and practical issues related to the specifics of implementing the concept of corporate social responsibility in corporate human resource management systems.The article shows that the concept of corporate social responsibility is the basis for defining and means of coordinating the strategic goals of modern enterprises and their employees.Five levels for implementing human resource management practices by enterprises are proposed.Theyshow that achieving the strategic level and the level of society’s support is the goal to which all enterprises should strive, implementing the concept of corporate social responsibility in theirpersonnel management strategy. The research by interviewing representatives of Ukrainian business on the current state of implementation of the concept of corporate social responsibility in enterprise management systems and the personnel management subsystem in particular has been conducted. It shows that Ukrainian business entities in general adhere to the main principles of social responsibility in labor relations. The main areas of internal socially responsible practices used in Ukrainian enterprises are wages, safety and working conditions, social protection of employees, staff development, and corporate culture. To increase the effectiveness of corporate social responsibility management, the human resource departmentneeds to involve employees in developing the enterprise’s strategic plans, participating in corporate social responsibility projects, as well as coordinating key performance indicators with strategic goals and results.

Analysis of the Relationship between Corporate Human Resource Management and Performance

Analysis of the Relationship between Corporate Human Resource Management and Performance

Intelligent Communication Management Terminal in the Construction of Human Resource Management Mode

With the rapid development of the economy, the integration of corporate strategic management and human resource management has become an issue of concern. This research mainly discusses the role of intelligent communication management terminal in the construction of human resource management mode. In this research, the system development process of this research mainly uses the class library in the software architecture layer to support the software development process. The main development language of Android, JAVA, is to install the Android Develop Tools plug-in on eclipse and install the Android SDK in the computer operating system to build the Android development environment. The development and application of the system not only make the enterprise managers more convenient and efficient in the process of managing the enterprise but also smooth the operation of the enterprise while reducing the human resource investment and also gives the employees more right to know and the right to participate in the enterprise construction. By creating more value while reducing human resource input, enterprises will enable it to obtain more benefits, and thus enter a cycle of good development and contribute to society. The system has the functions of personnel management, recruitment management, attendance management, training management, work management, and salary management. The recruitment management function of the system is mainly composed of recruitment plan management, recruitment information management, and talent pool. In the system’s recruitment plan management function, important information such as the recruitment part, the number of recruits, personnel requirements, and the specific arrival time of the personnel must be clarified. The personnel in charge of the enterprise personnel department shall conduct corresponding regulations according to the specific needs of the enterprise and shall be experienced by the personnel department. The review is carried out, and all parts of the enterprise are coordinated and completed at the same time. In the platform performance test, when the number of concurrent users reaches 50000, the request time is about 6 seconds, which meets the requirement that the response time of 10000 people per second is less than 10 seconds. This research puts forward suggestions and countermeasures for the optimization of human resource management, which can not only improve the efficiency of Y company’s human resource management but also provide useful reference and reference for other enterprises facing the same problem.

Формирование интеллектуального потенциала предприятия на основе управления человеческими ресурсами

The relevance of the study of the formation and use of intellectual potential at the enterprise level is due to the high role of intellectual resources in creating competitive advantages and achieving market leadership. Human resources are a key component of the intellectual potential, which allows you to build management models aimed at increasing the return on human capital of a particular enterprise. The purpose of the article is to consider the processes of human resource management in the context of creating the intellectual potential of the enterprise. To do this, it is proposed to consider the system of intellectual potential with capital-forming and resource components, as well as to note the place of corporate human resources management (HR-system) in them. The authors note that human resources are the most significant component element not only of intellectual development, but also of incoming innovative development, which determines from 40 to 80% of the resulting economic effects. Based on the analysis and synthesis of research materials, it is possible to form a practical apparatus for human resource management at a particular enterprise, creating favorable conditions for the growth of the intellectualization of the enterprise.