Global Human Resource Management Research Articles

Manajemen Sumber Daya Manusia Global dalam Meningkatkan Kinerja Perusahaan

In the dynamic era of globalization, Human Resource Management (HRM) has become key to success for companies in the global market. Global HRM involves an approach that considers global factors such as culture, labor regulations, and market demands. Challenges include adapting to cultural diversity, varying labor regulations, and managing dispersed teams. However, global HRM also presents opportunities, including broader access to global talent. Through detailed analysis, this journal aims to provide valuable insights for HRM practitioners and company leaders in managing human resources in the globalization era. The research method used is qualitative and descriptive, with literature studies as the data source. The research results highlight the importance of global human resource management in achieving organizational goals in diverse global markets. Proposed solutions include flexibility, effective resource management, cultural awareness enhancement, and employee engagement. With the implementation of effective HRM policies, organizations can enhance their performance and achieve their business goals in the global business era

THE IMPACT OF GREEN HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL COMPETITIVE ADVANTAGE: A CASE STUDY IN THE TURKISH BANKING SECTOR

Amidst the dynamic landscape of contemporary business, it is imperative for companies to adopt environmentally sustainable practices. This study examines the intricate relationship between Green Human Resource Management (GHRM) practices and the competitive advantage of firms in the Turkish banking industry. The primary objective of the study is to ascertain the exact impact of various GHRM procedures on the competitive standing of a notable bank. The findings of our analysis indicate a robust positive correlation between most GHRM activities, except green reward and pay, and the organization's competitive advantage. Green performance management is the most notable association among these strategies. The intricate nature of these relationships emphasizes the importance of intentionally integrating GHRM strategies into the organizational framework. This study offers valuable perspectives on the broader discourse surrounding Global Human Resource Management (GHRM), emphasizing the tangible benefits of incorporating sustainable human resource practices to enhance organizational competitiveness. The results of our study have practical implications for firms operating in the Turkish banking industry, offering suggestions on how to successfully harmonize sustainable practices with a competitive edge in a fiercely competitive setting. This study explores the intricate correlation between GHRM (Human Resource Management) and the achievement of organizational performance. This study provides a foundation for future research endeavors and provides direction for companies seeking to implement environmentally sustainable practices in order to gain a lasting competitive edge.

The Human Resources Work Concept in Indonesia: A Bibliographic Study of Its Challenges in the Society Era 5.0

Human resource work in Indonesia is examined in this journal article through the lens of society age 5.0. The difficulties encountered by human resource managers in keeping up with the ever-evolving nature of contemporary society are the subject of an exhaustive bibliographic analysis. To properly manage and develop human capital in Indonesia, this research focuses on a few important areas that need attention and innovation. The research delves into the evolution of human resources in the societal 5.0 era by comparing and contrasting global human resource management principles with the most cutting-edge ideas in the workplace concept.

Global Strategic Human Resource Management Practices and Systems Considerations for Virtual, Remote-Working Employees in COVID-19 Pandemic Era: A Triangulation of Meta-Methods

Virtual organisations have progressively pervaded the world where groups of workers implement boundaryless, concurrent, and cooperative job processes outside physical job environments. This is made possible by internet accessibility; and information, communication, and technology (ICT) which organises and integrates employees’ abilities and assets for the sole purpose of achieving the overall organisational goal. Virtual jobs offer fresh management problems in comparison to conventional in-person job habits. Human resource specialists reveal that various managers suffered from deficient capabilities and power during COVID-19 lockdown in comparison to conventional working environment management. A meta-evaluative research was conducted in order to conceptualize an evidence-based synopsis on virtual administration of remote-working employees and propose an applicable conceptual framework. The research utilised sixteen peer-reviewed published articles on management of virtual remote-working employees between 2020 and 2023. The results were able to systematically demonstrate remote working procedures of diverse organizations facilitated by virtual processes and technologies, and strategic human resources management model as well as collaborative methodologies that empowered the peculiar COVID-19 virtual workspaces. Communication, information technology and managerial proficiencies are paramount for managers of employees in such settings. Consequently, a conceptual framework for management of remote-working employees have been designed containing managerial expertise, trainings, ICT and environmental components. Managers are required to have the necessary abilities required to anticipate diverse circumstances and to prepare beforehand activities that counter likely contradictions and disputes. Virtual remote-working groups deliver great prospects; thus, managers should aim to capitalise on its benefits while seeking to minimise its drawbacks. Keywords: Remote-Working, Strategic Human Resource Management, Virtual.

Green HRM Practices and the Factors Forcing it: A Study on Health Care Entities in Chennai

Purpose: The purpose of this study is to examine the impact of Global Human Resource Management (GHRM) practices on the efficiency of healthcare organizations in the Chennai area. It aims to understand how GHRM can contribute to the success of these organizations, despite potential conflicts with their core values.
 
 Design/Methodology/Approach: The study employs a research methodology that focuses on healthcare organizations within the Chennai area. It employs a comprehensive approach to analyze the implementation of GHRM practices in this specific context. The research design allows for an in-depth exploration of how GHRM practices influence the efficiency of these organizations.
 
 Findings: The findings of this study reveal that GHRM practices have a substantial impact on the efficiency of healthcare businesses in Chennai. Despite potential conflicts with their core values, these organizations benefit from the advanced HRM strategies associated with GHRM. The study uncovers valuable insights into the role of GHRM in the healthcare industry.
 
 Research, Practical & Social implications: This research has implications for both research and practice. It provides valuable insights for academics and researchers studying the impact of HRM practices on different industries, especially in contexts where traditional values may be challenged. Additionally, it offers practical guidance for healthcare organizations in Chennai and beyond, demonstrating the potential benefits of adopting GHRM practices. On a broader social scale, the study underscores the adaptability and relevance of GHRM in diverse sectors.
 
 Originality/Value: The originality and value of this study lie in its specific focus on healthcare organizations in Chennai and their adoption of GHRM practices. By examining a niche sector within a specific geographic region, this research contributes to a deeper understanding of the applicability and benefits of GHRM. It adds to the body of knowledge by highlighting the adaptability of GHRM practices, even in industries with established core values, and underscores the potential for organizational success through strategic HR management.

Green Human Resource Management Bibliometric Analysis of the Published Literature from 2008 to 2022

Purpose: The rising amount of research being done in the realm of environmental protection has resulted in the establishment of a new research paradigm in the field of human resource administration (HRA) called green human resource management" (GHRM). The current study was conducted to highlight the work been done in the field of GHRM and provide a pictorial view to the readers to understand the effectiveness of GHRM in various organizations. Theoretical framework: This paper provides an explanation of the development of literature and makes it possible to comprehend the topics that have been investigated in previous works of literature regarding GHRM. Design/methodology/approach: The Scopus core-collection and VOS-viewer were utilized in the writing of this paper. For the purpose of the study, each and every GHRM related document that will already exist within the database between 2008 till 2022 will be analyzed. The display of the data via graphical visualization incorporates both bibliographic coupling and co-citation features into the presentation. Findings: It was discovered that 418 documents on the GHRM scholarship were evaluated in this bibliometric investigation. The purpose of this study was to examine the volume, rising tendency, worldwide distribution, major journals, pioneer authors, dominant countries, and dominant industries in the field of global human resource management. With the use of logical operators, six different word combinations were combined to create the final product, “TITLE-ABS-KEY ("green human resource management" OR "green hr" OR "green human resource" OR " green human resource practices" OR "GHRM" OR "GHRMP")”, thus, the range grows wider. In the review, it was found that the GHRM is still a new idea. This review is meant to help modern researchers by giving them an overview of the current state of things. Research, Practical & Social implications: A more thorough and objective knowledge structure evolution framework for the period 2008 to 2022 is provided by this research, which is useful to the evolution of the Human Resource Management field. Originality/value: We have added a global perspective to our understanding of the concept's evolution across time by weaving together bibliographic information and network diagrams in this paper.

An investigation of global HRM practices: are practices converging or diverging in the modern day?

Purpose This paper aims to investigate whether patterns of human resource management (HRM) are converging or diverging across the globe. Design/methodology/approach The topic is analysed through a review of existing literature in the space, introducing the drivers for MNCs to seek the global integration of HRM practices, as well as the strategies MNCs may use for practice transfer. The debates of convergence and divergence in relation to HRM practices are then discussed in further detail whilst focusing on two key areas impacting these debates: the cultural factors and the institutional, political and economic factors. Findings This paper suggests that patterns of HRM practices are not converging to one set of best practices approach, and there are numerous other factors which influence convergence, such as local business systems, legal practices and cultural differences. This paper suggests that there is a mix of some HRM practices converging due to MNC influence, whereas others continue to diverge. Originality/value A holistic discussion is held on the theory of convergence and divergence, which will benefit HR professionals in assessing the state of convergence in their own organisation and common pitfalls to be wary of.

『조직과 인사관리연구』에 게재된 인사관리 분야 논문 분석 및 향후 연구방향 제언

This study attempts to analyze the articles published in the Korean Journal of Organization & Human Resource Management from 1980 to May 2022, and to suggest for the future research directions. The total number of published articles in the journal is 297. This paper suggests the main characteristics of articles and research trends depending on themes and phases. More specifically, the main themes can be classified into general human resource management/ strategic human resource management, recruitment/selection and turnover practices, employee evaluation practices, compensation practices, human resource development, global human resource management & development, job, and etc. Moreover, the phases can be divided into 1980-1990s (the Asian financial crisis), 2000s (the glabal financial crisis), and post-2010s (global hyper-competition). In addition to descriptive statistics, this study tried to analyze the research trends by utilizing untypical text mining with Python. Furturemore, this study suggests the global research trends by using SciVal of Elviser. Based on these findings, in the discussion part, this study suggests future research directions in the human resource management field.

Managing global HRM integration in international expansion: the case of Geely cross-border acquisition

Learning outcomes This case was designed for use at the undergraduate and MBA level in human resource management and international business. Upon completion of the case study discussion and assignments, students will be able to: (1) understand human resource management in multinational corporations and the importance of cross-cultural management and human resource integration in acquisitions; (2) understand the challenges and solutions faced by multinational corporations in the process of expansion; (3) analysis of what characteristics should be considered in CEO selection for managing a newly acquired company; and (4) analyze how to better promote global human resource management from the dimensions of localized HRM system reform and human resource structure reconstruction. Case overview/synopsis After a long period of negotiation, exploration, suspension and restart, Geely Group finally acquired 49.9% of the shares of DRB’s Proton Holding and 51% of the shares of the luxury car brand, Lotus Group. On the afternoon of May 24, Geely Holding Group held an acquisition signing ceremony with the Malaysia DRB-HICOM Berhad (hereinafter referred to as DRB). Geely’s commercial territory now extended into Southeast Asia, and its product spectrum increased to luxury sports cars.However, the completion of the acquisition did not mean peace of mind. On the contrary, Geely still faced a series of challenges because of differences in cultural background. The national cultures of the two countries (China and Malaysia) were very different, and so were the values of the two enterprises. Facing the challenges of promoting global human resource integration, Geely needs to make a fundamental decision on the HRM mode in the new-acquired company. Should Geely transplant its own management practice into the Proton, or adopt localized HRM philosophy? Which kind of global HRM practice would be more effective for supporting the new-acquired company developments in the future? In the post-acquisition management, how to better realize the global human resources integration become a key problem faced by Geely. Complexity academic level This case was designed for use at the undergraduate and MBA level in human resource management and international business. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.

Business (un)usual: Critical skills for the next normal

AbstractThe impact of COVID‐19 on global human resource (HR) management has been swift, dramatic and has fundamentally changed HR processes. The prompt online migration of business has altered the skills required by employees to succeed in the workplace of the future. This research examines the hard and soft skill gaps that exist in the digital marketing and advertising industry. Through the use of two data collection points in 2019 and 2020, the research identified a renewed importance being placed on soft skills in the wake of the COVID‐19 pandemic. Soft skills and the development thereof have become a key focal area of training for new employees as a result of remote working. The identified hard skill gaps are indicative of the future growth areas of the industry, focusing on data analytics, marketing automation and user experience. Future research should consider an expansion to other industry‐specific skills and contrast country‐level skill gaps.

What Matters for Job Security? Exploring the Relationships among Symbolic, Instrumental Images, and Attractiveness for Corporations in South Korea

This study examines the extent to which the symbolic and instrumental images and attractiveness toward an organization are related. This study further focuses on global human resource management and reports findings from two studies: Study 1 uses the data from undergraduate students, and Study 2 cross-validates the findings of Study 1 by using actual data from employees. The distinction of this study from previous works is that the present work focuses on a Korean organizational context (collectivistic cultures) and the differences between the potential applicants and employees in the perception of an organization′s attractiveness. Furthermore, it investigates the relationship between the symbolic and instrumental images toward organizations, unlike existing relative research. The results show that the symbolic and instrumental images are related, and the perceptions of the corporate image differ for the potential applicants and employees in the context of collectivistic cultures. The more competent employees consider their organization to be, the more job security they perceive their organization to provide. Moreover, the symbolic image of being competent is negatively related to the instrumental image of job security. Since this study used cross-sectional data, future studies need to use longitudinal data to establish our model′s causal claim empirically and investigate the underlying reasons behind these differences.

Research on the Global Human Resource Management Model of Multinational Enterprises Base on Big Data Analysis

According to the analysis of big data, Faced with the continuous innovation and transformation of the human resource management mode of the current global multinational enterprises, the relevant business strategies and organizational structure of the enterprise have different degrees of transformation. In this regard, this paper conducts in-depth research and analysis on the global human resource management mode of transnational enterprises and then analyzes the global human resource development management mode brought by the localization of enterprise employment and the combination of enterprise organizational structure from a unique global perspective.

Task Performance of Expatriates Based on Emissary Model of Global Human Resource Strategy

This survey study examined predictors of the task performance of Korean expatriates in India, while considering their globalization status. Task performance was significantly influenced by opportunities for career development and satisfaction of global human resource management practices. However, cultural intelligence, family adjustment and willingness to accept a global assignment did not significantly influence task performance. Using an emissary model of international HR strategy that conforms to Korean companies’ current globalization status, we explain these results and also suggest valuable insights to fast-growing companies from newly industrializing or emerging economies so that they can develop a relevant strategy for improving task performance of their expatriates.

Sustainable expatriate compensation in an uncertain environment

This study examines an important area of strategic global human resource management - expatriate managers' compensation in times of global business uncertainty. While expatriation has numerous well-documented benefits for multinational corporations (MNCs), it is incredibly costly. In consequence, when global business conditions become uncertain, the expatriate program in MNCs is typically one of the first budget centres to be targeted for cost savings. The MNC typically radically restructures expatriate remuneration. The resultant effect of these actions is a negative impact on the relationship between the expatriate and the MNC, ultimately reducing expatriate performance and thereby abating the many advantages that the expatriate program brings to MNCs. Social Exchange Theory and Real Options theory help to provide a theoretical framework to understand how expatriate compensation decisions can help to create a desirable sustainable expatriate program in MNCs.

The Bibliometric Keywords Network Analysis of Human Resource Management Research Trends: The Case of Human Resource Management Journals in South Korea

Although previous studies on human resource management (HRM) research trends in the global context provided very useful information about the structures of HRM research trends, they have critical limitations. Despite the growing contribution and significance of HRM practices in Korea, a dominant group of scholars has rarely focused on what is going on in the research community in the country. To overcome the limitations and fill the gaps found in studies on the global HRM trends, the purpose of this study is to conduct the keyword network analysis investigating the semantic network structure composed of Korean HRM studies. A total of 1158 research papers published by three top peer-reviewed HRM journals in Korea that were published from 2007 to 2018 were analyzed. The result shows that the whole network structure of Korean HRM has a complex semantic structure that is socially constructed. Additionally, this study identified the top 10 prominent keywords and its ego-centric networks, and nine thematic clusters. By adopting keywords network analysis in bibliometric methods, this study provides an accurate structural interpretation of Korean HRM research practice to facilitate the sustainable development of the studies on the global HRM trends.

The liability of mimicry: Implementing “global human resource management standards” in United States and Indian subsidiaries of a South Korean multinational enterprise

AbstractThere is increasing evidence that multinational enterprises (MNEs) from less dominant economies tend to mimic and disseminate human resource management (HRM) practices sourced from a dominant economy, usually the United States, to overcome their “liabilities of origin.” However, our understanding of the specific challenges involved in the implementation of such practices by firms across different national and subsidiary contexts remains limited. Drawing on evidence from a case study of a South Korean MNE, we examine the extent to which, and ways in which, global HRM policies mimicking U.S. practices are implemented across its sales, manufacturing, and research and development subsidiaries in the United States and India. We find discernible differences in the implementation of the global policies both between the two host country sites and across the three function‐specific subsidiaries in each country, identifying a range of national and subsidiary‐specific factors that inform these variable implementation outcomes. In addition to legitimacy challenges related to the source, appropriateness, and process of transfer, we note a unique form of legitimacy challenge—“the liability of mimicry”—whereby local actors can challenge head office policies on the basis of a claim to superior expertise in the dominant practices, as a particular concern of MNEs from emerging economies.

Leading and education of talented employees as one of the major impacts of globalization on human resources management

Human resources and knowledge play an important role in the today’s fast-changing world. Human resource optimization is achieved when human resources are aligned with key organizational initiatives to maximize business performance. Talented people are the future of every business. Leading and developing the potential of talented employees should be on the agenda of every modern business. Businesses that know what globalization brings try to attract talented people as talented people are playing an increasingly important role in all sectors, thus confirming that talent management is becoming the fastest growing global human resource management trend. Many businesses realize that they must relocate their business, sometimes even across borders, to succeed. Working with talent must be a top priority for businesses, as talent needs to be constantly developed and managed. The aim of the paper is to define the basic concepts related to the acquisition, management and development of talents at the theoretical level and to point out the importance of talent management as it is becoming an important global trend. Based on the survey we carried out and literature available, the main objective of the paper is to identify key roles and responsibilities that talented employees take upon, to specify a set of requirements placed upon talented employees and to identify factors determining the ability of a business to attract talents.

Benchmarking in human resource management in focus of Central and Eastern Europe in the light of CRANET research

In the Central and Eastern European (CEE) countries within the framework of the previous economic system, there were only traces of the features of modern human resource management (HRM). Since the political and economic changes, major transformation in the HRM practice has occurred, resulting in a development of the organizational position, role and practices of HR activity in the Central and Eastern European countries. The aim of our benchmark study is to compare the HRM practice of the CEE region with the other European countries and with the global HRM trends. The benchmarking study may show the region-specific characteristics of HRM practice in the CEE region. The comparison of specific HR variables (availability of HR departments and HR services, strategic importance of HR functions, budget of training and development, influences of Trade Unions) will be made based on the data of Cranet international research results from 2004 to 2016.

Importance of Adapting HRM Practices to Local Conditions

Human Resource Management (HRM) is important to increase the performance of the organization in terms of financial as well as organizational outcomes. This paper argues that corporations should adapt their global HRM practices according to local culture, national politics, and build a system where local culture is given promises. To understand the importance of local practices, it is also important to understand the dynamic between global and national subsidiaries.

The benefits of global teams for international organizations: HR implications

In this special issue we aim to advance the theoretical, conceptual and empirical knowledge about the relationship between global teams and human resource management in international organizations. We argue that although the prevalence of global teams in international organizations is rapidly rising, simultaneously affecting the management of firms on global, regional and local levels, the response of firms and scholars alike to such changes has been slower, especially in the area of IHRM. The HR function in organizations could play a vital role in understanding, managing and leveraging the benefits of global teams to ensure that they contribute positively to the performance of firms, organizational units, and people. We demonstrate that there is still a disconnect in this respect and we highlight several areas in which the increasing use of global teams may challenge our conventional understanding of IHRM issues, and at the same time offer solutions for improvement in international organizations. The selected articles in this special issue provide both theoretical and practitioner implications by highlighting the need to explore the relationship between global teams and IHRM more generally and fully, as well as the need for HR practitioners and IHRM scholars to focus more on the ‘human’ and less on the ‘resources’ aspect. We trust that readers of this issue will agree that the articles all offer novel insights into key issues that open new avenues for further research in this nascent yet promising area.