HR Function Research Articles

__________________________________________________________________________ THE FUTURE OF WORK: ADAPTING HR POLICIES AND PROCEDURES FOR A HYBRID WORKFORCE IN PRIVATE SECTOR BANKS WITH AI

In the era of digital transformation and evolving work dynamics, the integration of artificial intelligence (AI) has emerged as a transformative tool in reshaping human resource management practices within private sector banks. As private sector banks navigate the evolving landscape of work arrangements, the integration of AI technologies into HR policies and procedures becomes imperative to effectively manage a hybrid workforce. This paper examines how private sector banks are adapting their HR practices to accommodate remote, hybrid, and on-site employees through the utilization of AI tools. By exploring the intersection of AI and HR in the context of a hybrid workforce, this study investigates the impact on employee engagement, productivity, and well-being. Key considerations include the development of inclusive policies, training programs for AI implementation, data privacy and security measures, and strategies for fostering collaboration and communication among dispersed teams. Insights from this research aim to guide private sector banks in harnessing the potential of AI to create a cohesive and agile workforce that thrives in the future of work. By exploring the practical implications of AI adoption in HR functions, this study aims to offer actionable recommendations for private sector banks looking to leverage technology to navigate the complexities of managing a diverse and distributed workforce. Through a comprehensive analysis of the evolving landscape of work arrangements and the role of AI in facilitating efficient HR practices, this research contributes to the ongoing dialogue on shaping the future of work in the banking sector.

Psychometric testing - the game changer: a 360-degree view of psychometric testing and its applicability in HR functions

Psychometric testing - the game changer: a 360-degree view of psychometric testing and its applicability in HR functions

The integration of ICT in HR functions: the impact on operational performance

The integration of ICT in HR functions: the impact on operational performance

ՀԱՎԱՔԱԳՐՄԱՆ ԱՌԱՆՁՆԱՀԱՏԿՈՒԹՅՈՒՆՆԵՐԸ ՈՐՊԵՍ ՄՌԿ ԿԱՐԵՎՈՐԱԳՈՒՅՆ ԳՈՐԾԱՌՈՒՅԹ / FEATURES OF RECRUITMENT AS ONE OF THE MAIN FUNCTIONS OF MANAGING HUMAN RESOURCES

The purpose of this article is to present one of the HRM functions - recruitment, as well as to emphasize the importance of the function in HRM processes. In order to achieve the goal, the following tasks were set:  based on scientific materials, to research and present the evolution and formation history of recruitment, the stages of recruitment, the use of technologies in recruitment, modern trends and strategies of recruitment;  to explore and to emphasize the importance of organizational culture and the core recruiter’s because recruitment process is one of the fundamental functions of HR and helps to increase the effectiveness of the organization in the short and long term. With recruitment done properly, an organization has happier and more productive employees. The recruitment process creates a favorable working environment and good employee relations. Analysis, synthesis, induction, deduction and historical comparative methods were used during the research. The main conclusions made in the framework of the research are:  The recruitment process is highly dependent on the organizational culture;  Skill-based recruitment is replacing knowledge-based recruitment;  The entry of innovative technologies and artificial intelligence into recruitment is inevitable and helps to improve the recruitment process.

Effect of Hr Analytics on Identified Hr Functions in Select Banks of Punjab

Effect of Hr Analytics on Identified Hr Functions in Select Banks of Punjab

ВЫЯВЛЕНИЕ УНИВЕРСАЛЬНЫХ ФАКТОРОВ УСПЕХА И БАРЬЕРОВ ЦИФРОВИЗАЦИИ HR НА ОСНОВЕ АНАЛИЗА ТЕКСТОВЫХ ДАННЫХ С ПОМОЩЬЮ БОЛЬШИХ ЯЗЫКОВЫХ МОДЕЛЕЙ

The subject of the research is scientific publications, reports from consulting companies, interviews with experts from organizations engaged in the digitalization of HR functions, and an online survey of employees, cases containing information about experience, success factors, and barriers to HR digitalization in various organizational contexts, which are analyzed using large language models to identify universal patterns. The purpose of the study is to identify universal factors contributing to the success of HR digitalization projects and the main barriers that prevent their implementation using large language models. The relevance of the paper is due to the need to understand the key patterns of successful digitalization of HR, applicable in various organizational contexts, to increase the effectiveness of digital transformation projects. The scientific novelty lies in identifying universal success factors and barriers to HR digitalization based on content analysis using large language models. The research methods are analysis of scientific publications and business cases, interviews with experts, an online survey of employees, content analysis, and a correlation matrix construction. The research results are the following: key organizational, technological, and human success factors and barriers to HR digitalization, and areas requiring special attention when implementing digital transformation projects have been identified, and practical recommendations for overcoming barriers and formulating success factors have been developed. The author concludes that a holistic approach to HR digitalization is necessary, taking into account the relationships between success factors and barriers, as well as the key role of effective change management, a clear digitalization strategy, and the development of digital competencies of employees in ensuring the successful digital transformation of the HR function.

Elevating Public Sector HR: A Comprehensive Exploration of E-HRM Adoption Drivers

This comprehensive study explores the intricacies of Electronic Human Resource Management (eHRM) adoption within public sector organizations. Focusing on adoption drivers, e-HRM typologies, and the evolving role of technology, the research uncovers diverse opportunities and challenges faced by government agencies in the digital era. The findings emphasize the potential of e-HRM to enhance both strategic HR functions and operational efficiency. The proposed conceptual model, incorporating organizational, political, legal, social, technological, economic, and environmental perspectives, provides a nuanced understanding of the complexities surrounding e-HRM adoption. By acknowledging the transformative influence of Artificial Intelligence (AI) on HR practices, the study underscores the interconnected nature of HRM effectiveness and organizational outcomes. In conclusion, this research contributes valuable insights for HR practitioners and decision-makers navigating the dynamic landscape of eHRM adoption in the public sector. It emphasizes that while e-HRM holds great potential for improving organizational functions; its effective deployment requires a customized strategy and a deep understanding of the organizational context. The discussion on technologydriven HR transformations is enriched by insights into the impact of AI on HR practices and the relationship between HRM effectiveness and organizational outcomes. This study serves as a foundation for informed decisionmaking, practical implications for HR practitioners, and a significant contribution to the ongoing conversation on the future of HR management in the public domain.

Revolutionizing HR Functions: How Artificial Intelligence Transforms Recruitment and Staffing for Optimal Efficiency

Revolutionizing HR Functions: How Artificial Intelligence Transforms Recruitment and Staffing for Optimal Efficiency

A STUDY ON ELECTRONIC HUMAN RESOURCE MANAGEMENT (E-HRM) PRACTICES IN APEX FOOTWEAR LIMITED

This study looks at Apex Footwear Limited's Electronic Human Resource Management (E-HRM) practices. Human resource services are made available to a wider range of organizational stakeholders, such as HR departments and employees, through web-based technology in E-HRM. The study's inception followed a comprehensive exploration of the transition from traditional HR to E-HRM, recognizing the integral role of technology in enhancing HR functions, reducing time wastage, and creating a competitive advantage. The primary objective of this study is to investigate E-HRM practices within Apex Footwear Limited. Key goals include scrutinizing E-HRM practices across different departments, gauging employees' perceptions of E-HRM, assessing its impact on organizational development, identifying implementation obstacles, and providing pertinent recommendations for leveraging E-HRM to enhance organizational performance. The research adopts a descriptive-analytical approach, incorporating both primary and secondary data. A structured questionnaire comprising 11 questions on E-HRM was designed for the study. The study encompasses 80 administrative and management staff members at Apex Footwear Limited, ranging from top-level executives to supervisors, using a convenient sampling approach. The study confirms the positive impact of E-HRM on organizational performance, with employees demonstrating a high level of awareness and satisfaction regarding the system. The study uncovers various challenges in implementing E-HRM, including insufficient financial support, time management issues, and resistance to change. To overcome these challenges, the study recommends aligning E-HRM systems with HR needs, expanding options under E-HR technology, facilitating online training, regular system updates, fostering employee commitment, and adapting to work environment variables.

Unveiling People Analytics and Organizations: A Critical Literature Review

The burgeoning field of people analytics represents a paradigm shift in human resource management, driven by the digital transformation that is sweeping across organizations worldwide. This critical literature review delves into the multifaceted impacts of people analytics on organizations, emphasizing its role in transforming HR into a profit center, enhancing employee performance and well-being, and integrating artificial intelligence (AI) with HR practices. By synthesizing findings from recent studies and case examples, the review illuminates the transformative potential of people analytics alongside the complexities it introduces, such as ethical dilemmas and the challenges of workforce analytics. People analytics emerges as a pivotal tool for organizations seeking a competitive edge through data-driven decision-making. Its contributions extend beyond enhancing traditional HR functions, aiding in talent acquisition, driving employee engagement, and predicting future workforce trends. However, the adoption of people analytics and AI technologies also presents ethical considerations and necessitates a delicate balance to harness their benefits without undermining employee trust and organizational values. The review employs a systematic methodology, including thematic analysis, to explore the strategic implementation of HR analytics, ethical considerations, practical applications, and the integration of AI in HR practices. Recommendations are provided to develop a balanced approach to people analytics, establish ethical guidelines, bridge the gap between theory and practice, and foster a culture of continuous learning and adaptability. This critical examination underscores the significance of people analytics in contemporary organizational contexts, advocating for a holistic approach that considers both the opportunities and challenges posed by data-driven HR practices. As organizations navigate the digital era, embracing people analytics can lead to more effective, engaged, and sustainable workforces, provided that ethical and practical considerations are addressed.

E-HRM practices with Transformational e-HRM outcomes: The mediating role of proximal outcomes

The aim of this quantitative study is to analyze the impact of e-HRM practices on operational, relational, and transformational e-HRM outcomes. It also aims to explore if the adoption of e-HRM practices influences transformational e-HRM outcomes through the mediation of operational and relational e-HRM outcomes. Remenyi's and Zuboff's IT frameworks and the RBV paradigm serve as the foundation for the research framework. The study found evidence supporting these theories, showing that e-HRM practices have a significant impact on operational, relational, and transformational e-HRM outcomes. It also provided empirical evidence that operational and relational e-HRM outcomes positively mediate the relationship between e-HRM practices and transformational e-HRM outcomes. The study's generalizability is limited due to its small sample size and participants being Pakistani HR managers and executives only. Future research should include all stakeholders, consider long-term outcomes, and explore contingency factors like innovative climate, supportive work environment, and sustainable leadership style. Longitudinal data is recommended in future studies for causal relationships. It is recommended that organizations should align their e-HRM practices to achieve strategic excellence and utilize their capabilities for operational, relational, and transformational e-HRM outcomes. Embracing technology can enhance performance and competitive advantage. HR functions should act as change strategists to meet business demands and optimize outcomes. The study offers valuable insights for selecting and tuning their practices to achieve optimal proximal and distal outcomes. The main novelty of this study is the findings that operational and relational e-HRM outcomes partially mediate the influence of e-HRM practices on transformational e-HRM outcomes.

Review paper on outsourcing human resource functions in MSME sector

This review paper aims to comprehensively analyze and synthesize existing literature on the outsourcing of human resource functions within the Micro, Small, and Medium Enterprises (MSME) sector. The MSME sector plays a crucial role in economic development, and as these enterprises grow, the need for effective human resource management becomes increasingly vital. Outsourcing HR functions has emerged as a strategic approach for MSMEs to optimize resources, enhance efficiency, and stay competitive in the dynamic business environment.

How to prepare your business for the increasing digitalisation of HR

PurposeThe emergence of new technologies – particularly generative AI tools – will accelerate the pace of change within the HR function and the organisation, as well as the level of preparation required. Within this context, this study aims to outline what businesses can do to prepare for this increasing digitalisation.Design/methodology/approachThis study approaches preparation from two levels. The first is ensuring that the HR function itself is prepared, with the right people and skills in the right places to effectively implement these new technologies. The second focuses on preparation as a change management process. In doing so, it reviews published original CRF research (itself based on surveys and interviews with senior HR practitioners, as well as literature reviews).FindingsTo prepare itself for digitalisation, HR will need to carefully and strategically consider the profile of people needed within the function in the future, upskill and reskill to prepare for new technologies and foster partnerships that transcend traditional boundaries. HR will also need to play a leading role in overseeing digitalisation as a transformation process, particularly by establishing clear and transparent communication strategies, involving employees in decision-making where possible and supporting employees to make the best use of new technologies.Originality/valueThis research not only focuses on the technical skills relating to digitalisation, but also views digitalisation as a change management process. The research also draws on original 2023 CRF research into digital skills among the HR Business Partner community and concludes that there is much more to be done to prepare organisations for the increasing digitalisation of HR.

HR analytics-as-practice: a systematic literature review

PurposeHuman resource analytics (HRA) is an HR activity that companies and academics increasingly pay attention to. Existing literature conceptualises HRA mostly from an objectivist perspective, which limits understanding of actual HRA activities in the complex organisational environment. This paper therefore draws on the practice-based approach, using a novel framework to conceptualise HRA-as-practice.Design/methodology/approachThe authors conducted a systematic literature review of 100 academic and practitioner-oriented publications to analyse existing HRA literature in relation to practice theory, using the “HRA-as-practice” frame.FindingsThe authors identify the main practices involved in HRA, by whom and how these practices are enacted, and reveal three topics in nomological network of HRA-as-practice: HRA technology, HRA outcomes and HRA hindrances and facilitators, which the authors suggest might actualize enactment of HRA practices.Practical implicationsThe authors offer HR function and HR professionals a basic ground to evaluate HRA as a highly contextual activity that can potentially generate business value and increase HR impact when seen as a complex interaction between HRA practices, HRA practitioners and HRA praxis. The findings also help HR practitioners understand multiple factors that influence the practice of HRA.Originality/valueThis systematic review differs from the previous reviews in two ways. First, it analyses both academic and practitioner-oriented publications. Second, it provides a novel theoretical contribution by conceptualising HRA-as-practice and comprehensively compiling scattered topics and themes related to HRA.

Challenges and Opportunities of Big Data Analytics for Human Resource Management in Mining and Metal Industries

Big data analytics has been transforming various industries and sectors including mining, metals, metallurgical, etc., and the mining sector, known for its complex and dynamic workforce requirements, is increasingly turning to Big Data Analytics to optimize its Human Resource Management (HRM) practices. The mining sector, being a significant economic segment, contributes to economic growth and is confronted with the dual challenges of a rapidly aging workforce and a shortage of skilled talent. As the mining industry is facing a talent crunch, HR has a significant role in attracting and retaining new talent in this industry, as well as ensuring that competent talent is brought in to meet the sector’s future demands Big data analytics for HR refers to the use of data analysis techniques to gain insights into employee behavior, engagement, productivity, and retention. The purpose of this paper is to explore the challenges and opportunities of big data analytics for HR, best practices for implementing it, and case studies of companies that have successfully implemented big data analytics for HR. The paper begins by outlining the importance of big data analytics for HR, highlighting its ability to provide HR professionals with a better understanding of employee behavior, engagement, and motivation. The challenges of big data analytics for HR are then discussed, including data quality and accessibility, integration of data from various sources, protection of data privacy, lack of expertise and resources, and resistance to change and adoption. The opportunities of big data analytics for HR are then presented, including predictive analytics for talent management, data-driven recruitment and selection, employee engagement and retention, performance management and productivity, and diversity, equity, and inclusion. Best practices for implementing big data analytics for HR are also discussed, including defining clear objectives and metrics, selecting the right tools and technologies, building a data-driven culture, collaborating with IT and other departments, and ensuring data privacy and security. Case studies of successful big data analytics in HR are presented to provide real-world examples of companies that have leveraged big data analytics to improve their HR functions. Examples include IBM's talent analytics program, Google’s use of big data analytics to identify key drivers of employee satisfaction and engagement, and leading mining company, referred to as “MinerCo,” leveraged Big Data Analytics to address HRM challenges and harness opportunities for improvement.

A study of a survival data using kernel estimates of hazard rate and aging intensity functions

Analyzing survival (life-testing) data and drawing inferences about them is a part of engineering and health sciences. So far, various statistical tools, e.g., survival (reliability) function (s f ), probability density function (pd f ), and hazard rate function (HR) were available among decision-making scientists to handle time-to-event data (complete or censored). But because functions (pd f ) estimators were interval (window) based, they mostly gave qualitative ideas having pictorial representation resembling step functions, ordinate remain constant when abscissa vary over an interval, thereby giving incomplete information. However, it can be sorted out with the use of kernel estimates of the above mentioned functions, resulting into smooth estimators. Moreover, the metric based on aging intensity function (AI) gives an alternative way of studying lifetime or clinical datasets as it is a quantitative measure (not interval-based), thereby depicting a broader view of a given data. In our study, we primarily focus on AI and HR functions estimated using four different kernels. We apply them to a case study of patients with primary malignant tumors of sternum (cf. Daniel and Cross, 2014) with the right-censored data. Our result shows that kernel estimates of HR and AI functions for patients with high grade tumor (HGT) are higher than for patients with low grade tumor (LGT), as expected. Thus, the study opens up a new direction for applying AI and HR functions in health sciences and engineering studies.

Expert Systems in HRM : A Digital Construction

The main objective of this research is to carefully describe the role of Expert Systems (ES) in human resource management discourse. What logical constructs must be built when there is a desire to empower the capabilities of computational expert systems in their pragmatic use. Human Resource Expert Systems (HRES) can mimic the decision-making capabilities of a Human Resource Expert (HRE). The design and development of HRES depends on top management initiative and support. The implementation of HRES should be holistic, with maximum participation from all departments in the organization. This study uses a qualitative descriptive method, with a literature study approach. The main data is drawn from a variety of selected journal papers, taken from reputable journals. Other sources that are compatible with the research, such as news, academic papers, videos and other documents. The study found that there is a challenge to reduce the fear of computers in HR functions and resistance to change. HRES can increase productivity levels by assisting HR managers in making rational decisions to solve unstructured HR related problems. The emphasis is on organizational change and bold initiatives to further implement ES in the HR domain and overcome challenges. This paper aims to analyse the focus areas of HRES and the functions where HRES faces limitations and challenges.

The elusiveness of strategic HR partnering: Using paradox theory to understand tensions surrounding the HR business partnering role

AbstractHuman resource business partnering is an established mechanism for the advancement of strategic HR. While much research has reported on relationships between partners (HRBPs) and line managers, relationships between partners and other aspects of the HR function are less well understood, as is the interplay between HRBP‐LMP and HRBP‐HR relationships. Through the use of paradox theory and case study methodology centred on a large public sector health care authority, we found these two sets of relationships to be operating paradoxically within an operational frame of reference, thereby constraining the establishment of strategic partnering.

People Analytics and Human Resource Development – Research Landscape and Future Needs Based on Bibliometrics and Scoping Review

This study provides a comprehensive examination of the current research landscape of People Analytics (PA) from Human Resource Development (HRD) perspectives. By leveraging the methodologies of bibliometrics and topic modeling, the paper aims to illuminate key trends and emerging themes. By conducting a comparative analysis of topics and grouped themes from topic modeling and clusters from bibliocoupling, the study reveals a convergence in research focuses. This convergence is particularly evident in areas such as workforce planning and management, data-informed decision-making, applying analytics to various HR functions, and emphasizing the ethical and societal implications of data analytics in HR. The paper also identifies gaps and future research needs for HRD research in the current PA landscape and discusses fertile grounds for future research.

Human Resource Management Reimagined: A New Perspective on HR Courses for Contemporary Careers

In the constantly evolving career landscape, knowledge about human resource management practices could prove very beneficial for undergraduate college students who want to construct protean careers. With its broad content coverage, the introductory HR course is best suited to teach students about key HR functions and practices instrumental to their career outcomes. The current introductory HR course at the undergraduate level may fall short of this promise as it primarily caters to aspiring HR professionals. We propose to re-imagine the undergraduate introductory HR course from the perspective of students as future employees instead and illustrate the role of HR functions in career progression and how students could use HR knowledge to advance their careers that align with their values. We offer a detailed framework with updated learning goals and sample experiential activities for each major HR topic. We believe that the new approach will make the course more relevant to all students, which could improve learning outcomes and help students construct and manage their protean careers.