Effective Human Resource Management Research Articles

The Impacts of HRM Practices on Employee Outcomes: The Mediating Role of HRM Effectiveness

Purpose: This study aimed to examine the impacts of human resource management (HRM) practices on employee outcomes (employee commitment, employee satisfaction, and employee turnover intention) through HRM effectiveness. Theoretical Framework: The literature recognized the importance of HRM effectiveness in achieving both organizational outcomes and employee outcomes. Numerous variables were examined as mediating variables between HRM practices and organizational as well as employee outcomes such as work attitudes, employee engagement, knowledge management, employee performance, and HRM effectiveness. Method: Collecting data using a questionnaire-based survey from a convenient sample of employees. Results and conclusion: The results pointed out a significant direct effect of HRM practices on employee job satisfaction and insignificant direct effects of HRM practices on employee commitment and employee turnover intention. Also, the results revealed that the impact of HRM practices on employee satisfaction is partially mediated by HRM effectiveness and the impacts of HRM practices on employee commitment and employee turnover intention are fully mediated by HRM effectiveness. Hence, it was concluded that employee outcomes are positively related to the extent to which HRM practices are effectively executed. Research implications: The organizations are required to expand their HRM practices bundle and appraise HRM practices in numerous areas including employee succession planning, talent development, employee empowerment, quality enhancement management, performance management, as well as merit-based training and promotion. Originality/value: This study puts emphasis on the role of HRM practices on employee outcomes such as employee commitment, employee job satisfaction, and employee turnover intention.

HUMAN RESOURCES MANAGEMENT EFFICIENCY ISSUES RELATED TO ARMENIA’S TAXATION

The results of effective management of human resources are most clearly manifested in state agencies. In this regard, the state tax service is not considered an exception, where the effectiveness of tax administration and fiscal policy management is largely determined by the available quality of used labor resources. The article presents recommendations for improving the quality of labor resources in tax services, based on the analysis of international experience. Special emphasis is placed on systematic measures to ensure the quality of labor resources, such as motivation, targeted trainings, professional advancement paths.

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.

The effect of collectivism-oriented human resource management on employee resilience of hospitality employees.

In the face of an increasingly challenging and rapidly evolving business environment, not all the employees exhibit the requisite resilience necessary to recover from adversity. From both the individual and organizational perspectives, enhancing employee resilience emerges as a critical issue not only in the practical and academic fields. In the Chinese culture, this research aims to investigate how and why collectivism-oriented human resource management (C-HRM) fosters employee resilience. Drawing on the group engagement model, we propose a serial mediating effect of perceived overall fairness and three dimensions of social identity between C-HRM and employee resilience. Using a sample of frontline employees in the hospitality industry, we conducted a field survey among 342 employees (study 1) and a two-wave online survey among 294 hospitality employees (study 2). Findings from empirical analysis indicated that C-HRM significantly increases overall fairness perception of hospitality frontline employees and in turn, their identification and respect, which further fertilize employee resilience. In addition, the indirect effect of C-HRM on employee resilience through perceived overall fairness and pride was not statistically significant. These important findings are expected to help employees cope with the workplace pressures caused by ongoing challenges and change, and contribute to sustainable career development.

The Moderation Effect Of Tri Hita Karana On The Effect Of Green Human Resources Management On Employee Performance Mediated By Organizational Identification

The Moderation Effect Of Tri Hita Karana On The Effect Of Green Human Resources Management On Employee Performance Mediated By Organizational Identification

The Influence of Supervisor, Teamwork, and Discipline on Employee Performance

PT Dinamika Nuansa Absolute is a company engaged in the field of outsourcing, providing call center services. An organization greatly relies on human resources to achieve its goals. This necessitates the proper and effective management of human resources within the company or organization. Numerous factors can influence human resources, such as supervision, teamwork, discipline, and employee performance. The purpose of this research is to analyze the impact of Supervision, Teamwork, and Discipline on Employee Performance at PT Dinamika Nuansa Absolute. This research employs a quantitative approach with descriptive and causality research types. Non-probability sampling using the saturated sample method was conducted, resulting in 102 respondents from PT Dinamika Nuansa Absolute. Data analysis techniques include descriptive analysis and multiple linear regression analysis. The findings partially indicate that Supervision, Teamwork, and Discipline individually have a positive and significant influence on employee performance. Additionally, when considered together, Supervision, Teamwork, and Discipline collectively exert a significant influence on employee performance. The results suggest that the independent variables (Supervision, Teamwork, and Discipline) account for 45% of the variance in employee performance, with the remaining 55% influenced by unexamined factors.

Mendorong Motivasi Wirausaha UMKM untuk Memajukan Ekonomi Masyarakat di Kelurahan Joglo Kota Jakarta Barat

Micro, Small, and Medium Enterprises (MSMEs) are business entities managed by individuals, families, or small-scale business units, classified based on annual turnover, asset volume, and workforce. Effective human resource management is essential for MSMEs in systematically organizing finances, enabling business owners to understand their financial conditions and business developments. Easy access to information on assets, liabilities, equity, cash flow, and profit fluctuations provides crucial support for MSME entrepreneurs in making strategic business decisions. This activity not only motivates entrepreneurs to maintain business continuity but also guides them towards achieving desired business and economic goals. The drive to engage in entrepreneurship stems from a strong individual desire to realize self-potential through creative and innovative thinking, creating new products that have a social and economic impact on the local community. The courage to explore and implement new ideas is reinforced by strong entrepreneurial motivation, creating a positive cycle between motivation and action that strengthens the character of resilient and high-quality entrepreneurs.

Emotional Intelligence: Catalyst for enhanced human resource management performance

This study investigates the pivotal role of emotional intelligence (EI) in optimizing human resource management (HRM) outcomes. Through a mixed-method approach combining quantitative surveys and qualitative interviews, the research explores the correlation between EI competencies and various HRM effectiveness metrics. Findings reveal a significant positive relationship between EI levels among HR professionals and key performance indicators such as employee engagement, leadership effectiveness, and conflict resolution. Furthermore, qualitative insights underscore the nuanced ways in which EI influences HRM practices, emphasizing its role in fostering empathetic communication, facilitating constructive feedback, and mitigating workplace tensions. These results have profound implications for organizational HR strategies, suggesting the integration of EI development programs into HRM training initiatives. By cultivating EI competencies among HR practitioners, organizations can enhance their capacity to nurture a positive work environment, foster stronger employee relationships, and ultimately achieve greater organizational success.

Leadership Development Strategies in Organizations: The Role of Human Resource Management in Improving Effectiveness and Productivity

Effective human resource management strategies are key to sustainable business growth in a rapidly changing and competitive business environment. For organizations wishing to remain relevant and competitive in the global marketplace, the importance of leveraging innovation, environmental sustainability, and ethics and social responsibility in human resource management is of great concern. Therefore, the purpose of this research is to determine how the implementation of human resource management strategies that focus on innovation, sustainability, and ethics can help organizations achieve sustainable growth. This research was conducted using a descriptive-analytical approach by collecting data through literature review and content analysis of various relevant sources. The findings of this study revealed that HRM strategies based on innovation and sustainability help organizations to maximize human resource potential and create productive and sustainable work environments. In addition, the application of ethics and social responsibility in HR decision-making is a key pillar in creating an organizational culture of integrity. Organizations can achieve sustainable growth and sustainability by implementing this strategic approach.

Pengaruh Reward, Komunikasi dan Penguasaan Teknologi terhadap Produktivitas Kerja Karyawan pada PT. Allianz Star Network Medan

This research aims to test and analyze the influence of rewards, communication and mastery of technology on employee work productivity at PT Allianz Star Network Medan. This research uses a quantitative approach with descriptive research and explanatory research. The sampling method was carried out using saturated sampling, and data analysis used multiple linear regression. The research results show that partially, at PT Allianz Star Network Medan, rewards have a positive and significant effect on employee work productivity, communication has a positive and significant effect on employee work productivity, and mastery of technology has a positive and significant effect on employee work productivity. Simultaneously, rewards, communication and mastery of technology also have a positive and significant influence on PT Allianz Star Network Medan. In conclusion, this research provides an important contribution to the understanding of the factors that influence employee work productivity in this company. The implications of the results of this research can be used as a basis for developing more effective human resource management policies and practices at PT Allianz Star Network Medan. Keywords: Communication, Mastery of Technology, Employee Work Productivity

Analisis Kinerja Manajemen Tenaga Pendidik dan Kependidikan di SDN Lontar II Surabaya

This study aims to analyze the performance of teacher and educational management in SDN Lontar II Surabaya, focusing on the effectiveness of human resource management and strategies for teacher professionalism development. The research method used is a case study in several primary schools in a specific region. Data were collected through observations, interviews, and document analysis. The results of the analysis indicate that the performance of teacher and educational management in primary schools still faces several challenges, including lack of administrative support, limited resources, and the need for further training and development for teachers. Therefore, it is suggested that schools improve human resource management strategies, provide relevant training, and encourage teacher participation in professional development activities.

Ensuring Ethical Standards in an Organization: A Comprehensive Guide on How the Human Resource Manager can Create an Ethical Organization

In each and every organization, Effective and efficient Human Resource Management is a key component that enables employees and managers to contribute effectively and productively to the overall business direction and the accomplishment of the organization’s goals and objectives through various functions such as employee motivation, effective hiring, performance management, organizational development, safety, wellness, benefits, communication, career development and training.

Manajemen Efektif Pendidik dan Tenaga Kependidikan untuk Menciptakan Pembelajaran yang Berkualitas

Management of educators and education personnel is a key aspect of personnel management in educational institutions, with strategies for managing teacher and educator staff being the main focus for achieving quality learning. Professional development is also crucial in improving the competence and quality of trainers, while evaluation of their activities is necessary to monitor and improve performance. This study uses the literature method, with data collected through library data, reading, and managing research materials. The findings of this study show that effective human resource management strategies involve careful planning, thorough training and development, and regular performance evaluation. The implementation of education policies that focus on quality learning requires cross-departmental cooperation and active participation from various stakeholders. Environmental and organizational factors, including management, regulation, human resources, infrastructure, relationships, collaboration and changes in the external environment, also influence the effectiveness of HRM in educational institutions. By understanding the importance of educator and education personnel management and implementing effective HRM strategies, educational institutions can create a quality and competitive learning environment. This will positively impact the quality of education provided to students and help achieve broader educational goals.

Effective management of human resources in enterprises: example of information technologies

Effective management of human resources in enterprises: example of information technologies

A Systematic Literature Review on Green Human Resource Management Practices: Current Insights and Future Directions

This systematic literature review (SLR) aims to provide a comprehensive analysis of existing research on Green Human Resource Management (HRM) practices. As organizations increasingly recognize the imperative of integrating environmentally sustainable strategies, the role of HRM in fostering green initiatives has gained prominence. The review follows a structured methodology involving the identification of key databases, formulation of a targeted search strategy, and application of rigorous inclusion and exclusion criteria to select relevant literature.
 The review categorizes the selected studies based on themes such as the types of Green HRM practices, implementation strategies, and the associated environmental and organizational outcomes. Methodological rigor and quality assessments are employed to evaluate the credibility and reliability of the included studies. The synthesis of findings reveals patterns, contradictions, and gaps in the current state of the literature, providing insights into the diverse approaches organizations adopt to embed environmental sustainability in HRM practices.
 Key discussions encompass the implications of Green HRM practices on organizational performance, employee engagement, and the broader context of corporate social responsibility. The review critically examines the strengths and limitations of existing research, identifying areas for future investigation. Ethical considerations are emphasized throughout the review process, ensuring the integrity of the findings and acknowledging the contributions of original authors.
 This SLR contributes to the ongoing discourse on Green HRM by offering a consolidated overview of the current state of research, highlighting practical implications for organizations, and proposing a roadmap for future investigations. The findings of this review are valuable for HR professionals, scholars, and policymakers seeking to enhance the environmental sustainability of organizations through effective HRM practices.

Adoption of Blockchain Technology for Data Management of Human Resource Demands in Organizational Enterprises

Human resource data accuracy has become a significant factor in assessing the effectiveness and performance of human resource management (HRM) in businesses. Numerous human resource hazards originating from asymmetric information continue to cost firms money and even put companies out of business despite the rapid progress of mobile technology and Internet technology. Blockchain is a transaction platform that makes use of the immutability qualities of immutable data records. Because of the dispersed nature of this technology, it has a broad variety of applications in numerous industries. Seeing the potential of this new technology, we picked the HRM sector since this data must be kept private and secret while still having great research value. This research presents a unique blockchain-based encryption method for establishing an HRM data method that decreases the danger of HRM data integrity. The data is authenticated using smart contracts, and data is encrypted using the proposed Improved Identity-based blowfish encryption algorithm (IIBEA) with Particle Swarm Optimization (PSO). New blocks are verified using the Proof of Work (PoW) consensus process. The suggested model's metrics are examined and compared to traditional encryption approaches. This model solves the lack of difference in the authenticity of HRM information, and it will give real and effective information to the HRM of organizational companies.

The effects of relational human resource management: A moderated mediation model of positive affective climate and collective occupational calling

AbstractRelationship‐oriented human resource management (HRM) contributes to organizational functioning by promoting employee relationships, coordination, and cooperation. We propose unit‐level positive affective climate as a motivational mechanism through which relationship‐oriented HR systems can positively influence unit service quality and relationships with beneficiaries, and prevent individual emotional exhaustion. Moreover, we propose collective occupational calling serves as an alternative motivational source that can substitute for the positive effects of positive affective climate. In analyzing a sample composed of 742 nurses from 48 nursing units of two hospitals in China with data collection at three time points before and after the COVID‐19 outbreak, our results supported the substituting effects of unit‐level collective occupational calling on positive affective climate stemmed from relationship‐oriented HR systems. Our study connects strategic HRM and motivation research by shedding light on an affective mechanism from relationship‐oriented HR systems and the contingencies involving employees' various sources of motivation, such as occupational calling. We further discuss theoretical and practical implications of the research.

HUMAN RESOURCE MANAGEMENT SYSTEM(HRMS)

In today's fast-paced business environment, the effective management of human resources stands as a cornerstone for organizational excellence and competitiveness. This project is dedicated to introducing a state-of-the-art Human Resource Management System (HRMS) designed to modernize conventional HR practices and streamline operations through technological innovation. The primary goal of this endeavor is to amalgamate and revamp diverse HR functions, encompassing employee records management, payroll processing, leave administration, and recruitment. Through the utilization of automation and digitalization, the project endeavors to alleviate administrative burdens, mitigate errors, and elevate overall HR efficacy. Key Words: MySQL ,Thymeleaf, Spring Boot, CI/CD , Data Security

The Challenger’s Triumph: Battling a Tech Titan

The primary purpose of this case is to promote discussion related to effective human resource management practices in undergraduate business courses. This business case revolves around the issues of employment discrimination, retaliation, and gender inequality. In 2020, 38-year-old employee Chelsey Glasson sued Google, alleging that she and others encountered discrimination while pregnant. After facing retaliation from the company, Glasson decided to bring the issue to light. She claimed that managers would give lower performance scores to employees who notified the company they were pregnant, stating that this step in the employee’s life would hinder their performance towards the company.

STRATEGIC PLANNING AS AN EFFECTIVE TOOL OF ORGANISATIONAL CHANGE

It is possible to understand strategic planning as a process consisting of defining a vision of the future, systematically analysing opportunities and threats in the external environment, as well as strengths and weaknesses of the organisation to develop strategies and actions that contribute to achieving this vision. Strategic management relies on strategic administration and planning, with some administrative aspects added during its implementation, such as organisational change, human resources management, control, performance, and organisational effectiveness. A factor of great importance for the success of strategic management is the strategy implementation process. However, the models of organisational change developed in recent years are designed to manage general changes in organisations and do not have a specific approach to managing and implementing strategic planning and the changes caused by it, i.e., they are not models with a direct emphasis on strategic management. The article aims to define the concepts of strategic planning and management, analyse strategic planning models, and determine strategic problems of developing a model of organisational change. In the course of the research, we defined the concepts of strategic planning and strategic management by analysing the theoretical approaches of various authors. As a result of the analysis, we concluded that strategic management, in which the structuring basis is strategic planning and strategic administration, in its implementation added some administrative aspects, such as system thinking, integrated control, change management, organisational learning, performance, and organisational effectiveness. The article proposes a model of organisational change for efficient implementation of an organisation’s strategic planning. Thus, the strategic planning process requires a model of organisational change that will ensure its successful implementation. The proposed strategic planning process and the associated model of organisational change should be subject to constant refinement and improvement, both in theory and their application, to a particular organisation. Keywords: strategic planning, plan, management, organisational change, strategic management.