Human Resource Management Function Research Articles

Status Quo of Artificial Intelligence’s Role in the HRM Operations

Coexistence of technology and business dates back to the late 18th century when the first ever use of a computer was for recording the census by the US government in 1890. The use of technology in business can be ascribed to different organisations in the different nations on the parallel lines of time. It includes invention of cash machines and their use by Barclays in England in the early 1960s, the induction of telephone-based modems for order management by Baxter Pharmaceuticals and use of small desktop computing device called Minitel for processing customer orders in France were the other notable developments in the history of coexistence of technology and business. Increasing operations in the business functions have created an urge for the technological innovation in the industry to handle the operations electronically. Figueiredo and Cohen (2019) say that technology has become an indispensable component of every business function by delivering ease in operations and productivity. The end of the 20th century had witnessed the leaping progress in computing in the form of artificial intelligence (AI) performing the tasks that were unimaginable to comprehend a decade back in time. Developments in the technological research and development prove that organisations have started inducting AI into as many fields as possible at a considerable pace. As a part of the shifting technological dynamics in the industry HR function has also transformed digitally. Tools like enterprise applications have forayed intensely into the operations of human resources management (HRM). These enterprise resource planning (ERP) tools remain to primarily serve the integration of HRM to the other functions. However, enterprise tools could not serve the purpose of supporting decisiveness in the areas of HR planning, workforce design and performance management at large. However, Tuck (2019) argues that AI is assuming increased responsibilities in the different sections of the society and business including the HRM function. At present, the amount of knowledge on the status quo of the role of AI in the HRM functions is scarcely available. Literature related to this disruptive technology in the HR function is still at the nascent stage. This study will examine the role of AI as a key component in the HRM function, which is regarded to be highly human-driven.

HR innovation through inter-organizational HR collaboration

PurposeStudies of inter-organizational relationships have traditionally overlooked the human resource management (HRM) field, with most research focusing on collaborations in the technical domain. This study endeavors to explore the impact of organizational human resources (HR) collaborations on HR innovativeness, drawing on theories about organizational learning capabilities to explain this connection. By analyzing the synergies arising from inter-organizational HR collaborations, this study aims to seek to shed light on the potential for HRM to contribute to organizational performance and foster innovation.Design/methodology/approachThe study is based on a quantitative survey conducted among 326 Dutch companies. The survey aims to find out whether these companies collaborate with other organizations on HR-related issues, the extent to which they renew their HRM function, and whether they apply organizational learning practices. The data collected for the survey are analyzed using Hayes PROCESS macro to investigate mediation effects.FindingsAs per the study, HR collaboration results in innovation. The research suggests that collaborating with HR across different organizations significantly contributes to HR innovation. This relationship can be explained by the inter-organizational learning practices that organizations adopt. Therefore, when organizations collaborate with each other, they learn from each other, which enhances their learning capabilities and ultimately leads to HR innovation.Originality/valueThis study delves into the extent to which organizations collaborate on HR-related issues, which is a relatively new field. Moreover, it contributes to the research on the connection between inter-organizational relationships and innovation by showing how much of it is explained by organizational learning.

INFLUENCE OF HUMAN RESOURCE MANAGMENENT STRATEGIES IN CONSTRUCTION PROJECTS

In the dynamic landscape of project management understanding the significant relationship between human resource management functions and project health has become an essential aspect. This research has invested in a primary quantitative investigation focused on the INDIAN construction sector through which the relationship between human resource management functions and project health would be analysed and their contribution to enhancing project success rate would also be evaluated. With the growing emphasis on efficient resource utilisation and project Optimisation, the study would help into the impact of HRM practices on project teams. Scrutinisation of HRM Strategies and their Correlation with Project Success, this research has aimed at offering significant insights that can revolutionise HRM approaches within the construction sector that can ultimately enhance project health and ensure high success rates in INDIAN construction projects.

The Relevance of Human Resources Management to Today's Business Environment

In today's economic phenomenon around a dynamic and competitive business landscape, the role of Human Resources Management (HRM) has evolved significantly to meet the evolving needs and challenges faced by organizations. I will explore the relevance of HRM in the contemporary business environment, highlighting its critical importance in driving organizational success and sustainability. The research begins by discussing the shifting paradigms in HRM, emphasizing the transition from traditional personnel management to strategic HRM. It examines how HRM functions such as recruitment, training, performance management, and employee relations have evolved to align with organizational objectives and foster a culture of innovation and agility. The research delves deeply into the strategic role of HRM in talent acquisition and retention, acknowledging the pivotal role of human capital in achieving competitive advantage. It discusses how HRM practices such as talent sourcing, succession planning, and diversity management contribute to building a skilled and diverse workforce that drives organizational growth and innovation. The research explores the significance of HRM in fostering employee engagement and motivation. It highlights the importance of creating a supportive work environment, promoting work-life balance, and recognizing employee contributions to enhance productivity and job satisfaction. It also examines the role of HRM in managing organizational change and fostering adaptability in the face of disruptive technologies and market shifts. It discusses how HRM practices such as change management, leadership development, and organizational culture alignment facilitate successful transformation initiatives and ensure organizational resilience. The analysis concludes by emphasizing the strategic imperative for organizations to invest in HRM practices that prioritize employee well-being, talent development, Work-Life balances and organizational effectiveness.

Points of Incompatibility Between the Turkish Education System and Human Resources Management

This study aims to explain the reasons for the difficulties in the implementation of Human Resources Management (HRM) in the Turkish education system by revealing the incompatibilities between them. A literature review and document analysis on official statistics, laws, and newspapers were conducted. First, we reviewed the implementation of HRM functions in Turkey. After that, we tried to reveal its basic features by examining the factors that led to the emergence of HRM in the historical process and the new forms it took over time. In addition, we examined the effects of neoliberal policies on the working conditions of teachers in public and private schools. We discussed the working conditions of teachers in public and private schools in Turkey separately. As a result of the review, we argue that acting in line with the efficiency/success target and the contradictions between Industrial Relations and HRM are among the main reasons for the incompatibility between the education system and HRM in Turkey.

HRConnect

Human Resource Management System (HRMS) seems to matter for Human Resource Management (HRM) in the current digital economy. Many firms transform their HRM functions from the manual work processes to the computerized work processes. Information technology is expected to drive Human Resource (HR)'s transition from a focus on Human Resource Management (HRM) to Strategic Human Resource Management (SHRM). This strategic role not only adds a valuable dimension to the HR function, but also changes the competencies that define HR professional and practitioner success. Interestingly, an HRMS is utilized for administrative purposes rather than analytical purposes. The main objective is to know the payroll software's used in the organization and the roll of HR in payroll. The secondary objectives of this study are, To understand the HR roll in Payroll, To review the effectiveness of the Payroll process of HRConnect, To find about the software's used in Payroll process and satisfactory level of employees using this software's To analysis whether these software's are user friendly, To suggest the Latest Software's in achieving organizational objective.

Examining the Impacts of Human Resource Management HRM-Financial Management Alignment: A Qualitative Review of Accounting Literature

This qualitative research explores the implications of aligning Human Resource Management (HRM) practices with Financial Management objectives in organizations. The study aims to investigate the strategic significance of HRM-Financial Management alignment, its impact on organizational performance, and its implications for managerial practice. Through a comprehensive literature review, the research examines existing knowledge, theories, and empirical findings related to HRM-Financial Management alignment. The methodology involves systematic data collection, thematic analysis, and synthesis of literature from scholarly articles, books, and reports. Findings indicate a positive correlation between alignment and organizational outcomes, including financial performance, employee productivity, and innovation. The strategic integration of HRM and Financial Management functions fosters collaboration, communication, and innovation within organizations, enhancing their competitiveness and long-term sustainability. The study underscores the importance of prioritizing HRM-Financial Management alignment as a strategic imperative for organizational success in dynamic and competitive business environments.

أثر التحول الرقمي على وظائف إدارة الموارد البشرية: دراسة تطبيقية على دائرة ضريبة الدخل والمبيعات الأردنية

This study aimed to identify the impact of digital transformation and its application requirements (strategic planning, infrastructure, transformational leadership, organizational change) on human resource management functions (human resource planning, performance management, recruitment, work design, training) in the Jordanian Income and Sales Tax Department. To achieve the objectives of the study and to answer its questions, the study used the analytical-descriptive approach through a field study, and the questionnaire was used as a tool to collect data from the study sample, which is represented by employees in the directorates of the Jordanian Income and Sales Tax Department. The sampling method used was convenience sampling and consisted of 383 responses. The study reached a set of results, the most prominent of which was the presence of a medium degree in the level of digital transformation in the Jordanian Income and Sales Tax Department. The results also showed that there is a statistically significant effect at the level (0.05 ≥ α) of the digital transformation with its dimensions combined on the functions of human resources management with its dimensions combined.

MANAGEMENT OF HUMAN RESOURCE: AN INPUT TO EDUCATIONAL LEADERSHIP AND MANAGEMENT PRACTICES

The paper investigates the management of human resources as an input to educational leadership and management practices. It identifies the function of human resource management in terms of recruitment and hiring, employee and employer relationships, training and development, compensation, rewards, benefits, and disciplinary action. This includes the responsibilities of human resource management to determine the educational management and practices in the area of HR planning, job analysis and design, monitoring performance, resolving conflict, and maintaining work culture. The research employs the descriptive quantitative research method in analyzing the data where purposive sampling is utilized in the gathering of the sample size of the study. The study comprised one hundred (100) respondents only. Results show that recruitment and hiring among the respondents reveal developing a system to attract applicants particularly those with outstanding talents to fill each position, showing that employee and employer relationship focuses on the HR management in fostering better relationships among personnel, staff, and faculties, show that compensation, rewards, and benefits exercises the equal work and equal compensation policy, and show that disciplinary action ensures all faculties/teachers, staff, and personnel are aware of the policies and procedures. On the other hand, it shows that HR planning formulates training and development based on the needs of the schools, faculties/teachers, staff, and personnel, shows that job analysis and design ensures work experiences, technical skills of faculties/teachers, staff, and employees are properly utilized for the success of the school organization, shows that monitoring performance is closely implemented by the HR to identify improvement and scope of upskill seminars and workshops of all faculties/teachers, personnel, and staff, shows that resolving conflict ensures that issues in the school are solved smoothly, and shows that maintaining work culture creates an essential positive impression in the school organization so that staff, teachers, and personnel know what they are expected to perform for a better working atmosphere in the school environment such as respect, unity, and understanding. Findings show that there is no significant correlation between the functions of human resource management towards an input to educational management and practices and the responsibilities of human resource management to determine the educational management and practices among the respondents.<p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/lit/0756/a.php" alt="Hit counter" /></p>

Exploring the Digital Path of Human Resource Management in Innovation and Entrepreneurship Enterprises

The digitization of human resource management functions can enhance the adaptability of human resource management and promote the comprehensive digital development of innovative and entrepreneurial enterprises. This article first summarizes and evaluates the connotation and research status of the digitalization of enterprise human resource management. Secondly, it analyzes the influencing factors of digitalization of human resource management in innovative and entrepreneurial enterprises from three aspects: employee factors, organizational factors, and technological factors. Finally, it designs a digitalization plan for human resource management in innovative and entrepreneurial enterprises from four aspects: analyzing the current situation, preparing thoroughly, designing plans, and building systems. It emphasizes the value of digitalization of enterprise human resource management for innovative and entrepreneurial enterprises.

Mapping the evolution of algorithmic HRM (AHRM): a multidisciplinary synthesis

High levels of confusion persist around the term “algorithm” in general; and in addition to this, there is also conceptual confusion around the application of algorithms to human resource management (HRM) strategy and functions. Although there are several systematic reviews of various algorithmic applications to HRM and many of its functions, no comprehensive evolutionary map of the emergent field of algorithmic HRM (AHRM) could be found in the academic literature. This study has dual aims. The first is to provide conceptual clarity for the field of AHRM, and the second is to map the evolution of AHRM from 2000 to 2022. To address the first aim, we conduct a multidisciplinary synthesis of the concepts related to algorithms which results in a General Framework for Algorithmic Decision-Making. This framework then informs the empirical part of the study which addresses the second aim. A science mapping review is employed to chart and assess the extant literature on algorithmic HRM from 2000 to 2022. This study presents a General Framework for Algorithmic Decision-Making across all business functions and then a Framework for Algorithmic AHRM Tools. This provides conceptual clarity and distinguishes between automated and augmented HR decision-making. Findings also reveal the multidisciplinary nature of this emergent field of inquiry and point to current research, which focuses on specialized applications for HR functions such as workforce planning, learning and development, allocation and scheduling, and recruitment; but lacks emphasis on more integrative strategic HRM contexts. The study also has implications for organizational strategic decision-making. HR practitioners may need to form project teams with their information technology (IT) and data analyst colleagues when making strategic decisions about algorithmic applications for HR strategy and HR functions. This also lends itself to future research with multidisciplinary research teams including HR researchers along with computer scientists, computational engineers, and data analysts.

Challenges and Implications of Implementing and Enforcing Minimum Wage Orders in Malaysia and Impacts towards Employee Motivation

With an emphasis on the context of human resource management and employee motivation, this article examines the implementation and effects of minimum wage policies in Malaysia. This review of the literature looks at several research that look into the connections between minimum wage laws, employment, income disparity, and worker motivation. The results imply that, depending on variables including labor market conditions and sector-specific dynamics, minimum wage rules may have both favorable and unfavorable effects on employment. Furthermore, the impact on employee motivation is managed and the function of human resource management in guaranteeing adherence to minimum wage laws is examined. In order to motivate workers and improve organizational performance, the article emphasizes the significance of fair and competitive salaries. In order to fully comprehend the effects of minimum wage laws, it also highlights the necessity of efficient enforcement techniques as well as the inclusion of other elements like labor market institutions and collective bargaining. The study ends by urging more investigation to properly understand the intricate connection, specific to Malaysia, between minimum salaries, employee motivation, and organizational outcomes. Overall, this article sheds light on the significance of sustainable salaries and efficient HRM techniques in fostering employee engagement and business success within the framework of Malaysia's minimum wage laws.Keywords: human resource management, wage, motivation, employee, salary, incentive 1. IntroductionThere has been interest in the state of affairs regarding the enforcement and implementation of minimum wage orders in Malaysia. The Minimum Pay Order 2012 was gazette on July 16, 2012, and it imposed minimum wage rates on firms with more than five workers as of January 1, 2013, and on employers with five or less workers as of July 1, 2013. (Ibrahim and Said, 2015). It is noteworthy, therefore, that companies offering professional services that fall under the Malaysian Standard Classification of Occupation (MASCO) were left out of this arrangement. In order to guarantee that minimum wage rules are followed, enforcement tactics are essential. The task of selecting an effective enforcement strategy to establish and enforce the minimum wage is one that the government must tackle. Importantly, though, this directive did not apply to businesses that provided professional services as defined by the MASCO. The use of enforcement tactics is essential to guaranteeing that minimum wage regulations are followed. In order to successfully implement and enforce minimum wage legislation, the government must decide on an appropriate enforcement strategy (Basu et al., 2009). The success of minimum wage laws as a whole may depend on how well they are enforced. Research has indicated that minimum wages have the ability to reduce measured pay inequality by compressing salaries among high and low-paid workers (Bell, 1997). Further investigation is necessary to determine the precise effect of minimum wage regulations on wage inequality in Malaysia. It is important to remember that minimum wage laws may have different economic effects in underdeveloped nations than in industrialized ones. Because more workers are impacted by minimum wage in developing nations like Malaysia, it can have a more widespread effect (Lemos, 2009). More research would be necessary to fully comprehend the implications of minimum wage laws in the context of Malaysia's economy. As a result, Malaysia has continued to enact and enforce minimum wage orders. Minimum pay rates were established for several categories of employers by the Minimum Wage Order of 2012. When assessing the current state of affairs, it is crucial to take into account the efficiency of enforcement tactics as well as the influence minimum wage regulations have on income inequality. To completely comprehend the particular consequences of minimum wage laws in Malaysia, more research is required.

Not a single path to success: alternative HRM configurations for well-performing small and medium-sized hotels

PurposePrevious literature has identified human resources as a key source of competitive advantage in organizations of all sizes. However, Small and Medium-sized Enterprises (SMEs) face difficulty in comprehensively implementing all recommended Human Resource Management (HRM) functions. In this study, we shed light on the field of HRM in SMEs by focusing on the context of Greek Small and Medium-sized Hotels (SMHs), which represent a dominant private sector employer across the country.Design/methodology/approachUsing a fuzzy-set qualitative comparative analysis (fsQCA) and 34 in-depth interviews with SMHs' owners/managers, we explore the HRM conditions leading to high levels of performance, while taking into consideration the influence of internal key determinants.FindingsWe uncover three alternative successful HRM strategies that maximize business performance, namely the Compensation-based performers, the HRM developers and the HRM investors. Each strategy fits discreet organizational characteristics related to company size, ownership type and organizational structure.Originality/valueTo the best of the authors' knowledge this is among the first empirical studies that examine different and equifinal performance-enhancing configurations of HRM practices in SMHs.

Impact of Artificial Intelligence (AI) on Selected Human Resource Management (HRM) Functions in Pharmaceutical Industry in India

The study aims to assess artificial intelligence's effects on select HRM functions and to validate the proposed conceptual framework through empirical analysis showing the connection between HRM function as well as artificial intelligence. Questionnaire consisting of closed-ended questionnaires were distributed in order to achieve these goals. The reliability, validity, and correlation analysis were used to assess the factors that make up the suggested model. The hypothesis was further tested and the suggested model was validated using regression analysis. Findings show that all variables account for 89% of HRM explanation, with a R square (R2) of 0.890. The ANOVA values for the regression model, indicate validation at a 95% confidence level. The beta (β) values of all factors are 0.902 and 0.545 in the coefficient summary, which is a reasonable representation of their influence on HRM. These strong AI-based HR apps are a valuable tool for any type of business, even though they lack cognitive capacities of humans. This study will help most businesses to successfully integrate AI-related techniques into hiring, according to our research, as AI will permeate every aspect of HR in the near future and should be seen as a good thing since it makes life better.

Muckrakıng Through the Novel: Upton Sınclaır’s the Jungle and the Early Hıstory of Human Resources Management

Abstract Background and Purpose This study is based on the assumption that the novel, which is a modern narrative form, reflects the canon of the period in which it was written. In this context, the study tries to show how human resources management practices were carried out in large-scale industrial units in a period when the human resources management function was not specialized, with The Jungle novel by Upton Sinclair. Design/Methodology/Approach: The study is based on a typology that Bruce E. Kaufman used while describing the early history of US HRM. Kaufman lists fourteen factors that characterize early HRM. One of them is the revealing activities of the Progressive movement. Therefore, the novel is considered here as a means of disclosure. Designed on this basis, the study analyses The Jungle novel around the following themes: the foreman’s empire, child labour, occupational health and safety, wages, job insecurity, career, and the blue-collar/white-collar divide. Results The novel shows that although the scale of manufacturing units grew in the early 1900s, human management practices were not yet institutionalized and specialized. Therefore, HRM routines are carried out with the arbitrary attitude of foremen, wages are below the natural wage level, child labour is widely used, and there is a working life full of risks in terms of occupational health and safety. Conclusion When the narrative of the novel about human management is read in parallel with the academic studies describing the period, the parallelism between the two narratives shows why the novels can be used as material for academic studies.

What prevents organisations from achieving e-HRM potential?

Use of electronic human resource management (e-HRM) offers the prospect of enabling the human resource management (HRM) function to take on a strategic partner’s role in organisations. Despite the pervasive expansion of e-HRM use, there is no clear understanding of why organisations are not achieving e-HRM potential. We address this issue by investigating e-HRM adoption factors and their influence on information technology (IT) use potential to automate, informate and transform the HRM function in a sequential manner. In particular, we examine HRM professionals’ experiences with e-HRM use, including challenges, successes, and outcomes. We identified e-HRM adoption factors that enable and that constrain each stage of e-HRM use. With a focus on the inhibiting factors, our findings suggest that e-HRM potential hindered already in the automation stage diminishes e-HRM potential to subsequently informate and to transform the e-HRM function.

Revisiting the role of HR in the age of AI: bringing humans and machines closer together in the workplace.

The functions of human resource management (HRM) have changed radically in the past 20 years due to market and technological forces, becoming more cross-functional and data-driven. In the age of AI, the role of HRM professionals in organizations continues to evolve. Artificial intelligence (AI) is transforming many HRM functions and practices throughout organizations creating system and process efficiencies, performing advanced data analysis, and contributing to the value creation process of the organization. A growing body of evidence highlights the benefits AI brings to the field of HRM. Despite the increased interest in AI-HRM scholarship, focus on human-AI interaction at work and AI-based technologies for HRM is limited and fragmented. Moreover, the lack of human considerations in HRM tech design and deployment can hamper AI digital transformation efforts. This paper provides a contemporary and forward-looking perspective to the strategic and human-centric role HRM plays within organizations as AI becomes more integrated in the workplace. Spanning three distinct phases of AI-HRM integration (technocratic, integrated, and fully-embedded), it examines the technical, human, and ethical challenges at each phase and provides suggestions on how to overcome them using a human-centric approach. Our paper highlights the importance of the evolving role of HRM in the AI-driven organization and provides a roadmap on how to bring humans and machines closer together in the workplace.

Savremeni izazovi upravljanja ljudskim resursima u zdravstvenom osiguranju sa osvrtom na neke pravne aspekte

Human resource management plays a significant role in the survival and development of health insurance companies. As health services develop, the function of human resources management should largely solve various contemporary challenges that, as a rule, require innovative strategies and adequate legal support. This article examines some important challenges in the management of human resources in health insurance companies, focusing on certain current issues, such as increasing the capacity of employees, preventing the departure of the workforce, technological integration, compliance with regulations, while looking at certain legislative issues. By adequately overcoming these challenges, health insurance companies can improve their human resource management practices and motivate employees.

Artificial Intelligence Enabled Human Resources Recruitment Functionalities: A Scoping Review

Human resources information systems have enhanced monitoring, documenting, and recording functions for organizations, and consequently have accelerated swift completion of routine processes. This change demonstrates the critical impact of adopting and using advanced technology such as artificial intelligence in the human resources function; in multiple functional gamut's, particularly in recruitment. This manuscript presents a scoping review of academic articles on the impact of adopting and using artificial intelligence in the human resource management function. The current review draft considered a total of 653 academic articles and aggregated review of 35 articles to present a classification framework with three distinct dimensions: artificial intelligence-enabled human resources benefits, challenges, and functionalities. Implications for future research and their directions are identified in the areas of value-added human services for decision-making, security, and privacy for customer and organization data, monitoring features, and creative IT service delivery models.

TRAINING AND DEVELOPMENT OF EMPLOYEES AS HUMAN RESOURCE MANAGEMENT ACTIVITIES USING THE EXAMPLE OF COMPANY “GORENJE” LLC BELGRADE

This paper focuses on the human resource management function and employee training, representing the organization's strategic effort to enhance employees' performance in their workplace. The emphasis is particularly on research regarding training and development in the company "Gorenje LLC Belgrade." Traditionally, employee training has been seen as a tool to teach employees specific skills and behaviors necessary for performing the job at a standard level of performance. However, in modern organizations, the focus of training is shifting towards aligning it with business needs and using it as a tool for knowledge creation and sharing. Employee development has become an increasingly significant activity within the human resource management function due to the globalization of the world economy, the growing need for leadership, the increasing importance of knowledge, the need to attract talented individuals, a stronger focus on quality, and rapid changes. Effective training must have clearly defined objectives, align with identified needs, be planned, and ensure the application of learning experiences. The ideal situation is when training meets both the organization's needs and the individual needs of employees. The goal of training is to eliminate any performance deficits on the employees' side in a short period.