Human Resource Management Practices Research Articles

Employee moonlighting: the role of human resource management practices, perceived employability and self-direction value

PurposeMoonlighting has become more popular today in many fields such as IT, healthcare and education. This research investigates the direct association between high-performance work system (HPWS) and employee moonlighting (EM) and the mediating effect of perceived employability (PE) in the above relationship. Moreover, the personal value of self-direction is included as a moderator between PE and moonlighting.Design/methodology/approachThis research follows a quantitative design. An online questionnaire survey is used to collect data. Data from 456 Vietnamese employees were analyzed with partial least square-structural equation modelling (PLS-SEM) technique.FindingsHPWS is directly linked with EM. Perceived external employability fully mediates the above relationship. In addition, the personal value of self-direction intensifies the positive relationship between PE and EM.Research limitations/implicationsThe research suggests that HPWS can exert its influence on EM via both the universal and the critical pathways. Employees who perceive they have the ability to perform well in other jobs may decide to moonlight. Also, employees who find their jobs insecure under the coverage of HPWS may engage in moonlighting for security reasons. The implementation improves the employees’ PE which may encourage them to hold more jobs. In addition, attention should be paid to the personal value of the employees.Originality/valueThis study offers new insight into the HPWS and EM literature because it suggests that management practices can significantly influence EM, in addition to financial and security factors. Moreover, this study explores the indirect impact of PE in the HPWS–EM linkage. Finally, the moderation role of self-direction value represents a novelty.

Advancing Diversity, Equity and Inclusion Through Human Resource Management Practices

This research examines the business case for embedding diversity, equity, and inclusion (DEI) across human resource management practices, with a specific focus on ethnic diversity. Reviewing academic literature and industry reports establishes DEI, particularly ethnic inclusivity, as a performance enhancement driver. The paper highlights DEI implementation challenges, such as addressing ethnic disparities and unconscious bias, and showcases best practices across the employee lifecycle – talent acquisition, training and development, employee motivation, and retention. Study findings demonstrate how reconstructing policies, processes, and systems to foster inclusive cultures beyond representation, with a focus on ethnic diversity, enables organizations to unlock innovation and productivity gains from a truly diverse workforce.

The Impact of Human Resource Management Practices on Public Institutions’ Performance: Case of Muhanga District, Rwanda

This research set out to examine the impact of human resource management practices on organizational performance, with a case study of Muhanga District in Rwanda. This study was guided by the Human Capital Theory and the Abilities, Motivation, and Opportunity (AMO) Theory. For this study, 243 participants were chosen at random from 20 public organizations. The inquiry was conducted using an explanatory research design. Employees at all levels of management were surveyed using a five-point Likert scale. The data obtained were analyzed descriptively using frequencies and percentages, as well as inferentially using correlations and regressions. The findings show that human resource practices significantly impact organizational performance. Recruitment and selection (β = 0.827, p = 0.000), compensation and rewards (β = 0.695, p = 0.000), and training and development (β = 0.698, p = 0.000) all show positive effects on performance. The R-squared value of 0.7942 indicates that 79.42% of the variation in performance is explained by these practices. Correlation analysis also reveals strong positive relationships between HR practices and organizational outcomes. Control variables, education (p = 0.046) and marital status (p = 0.035), are statistically significant. It is thus evident that training and development, compensation and rewards, and selection and recruitment are three separate factors that have considerable impacts on public organizational effectiveness. Therefore, it was concluded that institutions in Rwanda should prioritize government entities and other organizations consistently investing in their employees' professional growth through training and development programs. This study also recommended that organizations devise a continual incentive and pay program for their staff, with the Human Resources team being responsible for all hiring decisions.

Artificial Intelligence in Talent Acquisition: A Paradigm Shift in HRM Practices

The birth of artificial intelligence was between 1950-1956 but AI in HRM practices was used first in the 2000s. This rapid advancement of AI has significantly transformed Human Resource Management Practices. AI-based systems currently help HR automate a large segment of repetitive tasks in processes such as talent screening, hiring, engaging, re-engaging, employee relations, onboarding, etc, which used to be a long and hectic task before the introduction of automated tools. Nevertheless, these automated practices raise ethical concerns about bias, transparency, and how AI may undermine human judgment. The focus of this paper is to discuss and analyze the present scenario of AI in the field of HR. It has suggested that AI has the potential to optimize HRM practices leading to higher efficiency and cost-cutting, while also exposing several other challenges and risks such as data privacy and security, job disarticulation, and diminished autonomy for employees. By doing a real-world experiment on a normal and ATS-friendly resume and reviewing case studies such as an ATS rejecting a company’s own manager, this research investigates the balance between AI efficiency and human judgment.

Commitment to quality service in hospitality: role of human resources practices, turnover intention, organizational engagement, and adaptability

PurposeThis study examines the mediating role of organizational engagement in the link between human resources management (HRM) practices and commitment to quality services (CQS). It also investigates the moderating effect of turnover intention on the link between HRM practices and organizational engagement, and the moderating effect of employee adaptability on the link between organizational engagement and CQS.Design/methodology/approachCustomer contact employees (N = 593) in Bangladeshi hotels were recruited using a convenient sampling method. Partial least squares structural equation modeling (PLS-SEM) was applied to test the hypotheses.FindingsOrganizational engagement significantly mediates the relationship between HRM practices and CQS. Turnover intention negatively and employee adaptability positively moderates the proposed relationships.Practical implicationsHospitality managers may use the findings to enhance quality customer services by implementing appropriate HRM practices, reducing turnover, and increasing adaptability and organizational engagement.Originality/valueThe findings contribute to social exchange theory, theory of planned behavior, and job demand-resources theories by explaining the mediating role of organizational engagement and moderating role of turnover intention and employee adaptability which are yet to be discovered.

The impact of sustainable practices on employee well-being and organizational success

The evolution of work models, particularly the shift towards remote and hybrid work, has made employee well-being a central focus for organizations. Research shows that adopting sustainable and inclusive workplace practices that prioritize both physical and mental health significantly contributes to increased employee engagement, productivity, and overall satisfaction. The adoption of holistic well-being policies, including mental health support programs, flexible work schedules, and inclusive environments, is increasingly seen as essential for both personal and professional development. These practices not only benefit employees but also support organizational viability, aligning with global Sustainable Development Goals (SDGs), especially SDG 3, which focuses on health and well-being. Studies by Madero-Gómez et al. (2023), Singh et al. (2019), Abid et al. (2020), and others highlight the critical role of sustainable human resource management (HRM) practices in promoting employee well-being and reducing environmental impacts, creating a mutually beneficial cycle for both employees and companies. Investing in well-being strategies such as promoting mental health and offering flexible working conditions has proven to enhance organizational culture and contribute to long-term business success. The post-pandemic work environment further underscores the importance of such practices. As organizations aim to adapt to new challenges, prioritizing employee well-being and sustainability can offer a competitive advantage. Companies that implement these policies are better positioned for growth, innovation, and market adaptability, making it clear that employee well-being is integral to achieving sustainable business success.

Anti‐Violence Human Resource Management and Workplace Violence: Perspectives From Australian Aged Care Managers and Employees

ABSTRACTIncidents of workplace violence are commonplace against nurses and personal care assistants (PCAs) employed in aged care facilities. This article examines ways in which managers and human resource (HR) departments manage workplace violence. In this context, understanding anti‐violence human resource management (HRM) practices and other ways in which incidents of violence are managed may have important implications for workforce sustainability. Greenwood and Freeman's [Greenwood, M., & Freeman, R. E. (2011). Ethics and HRM: The Contribution of Stakeholder Theory. Business & Professional Ethics Journal, 269–292.] conceptual model of employee engagement and “ethical” HRM underpins this study by focusing on stakeholder engagement and stakeholder agency. We take a qualitative approach to examine workplace violence in aged care facilities in Australia by conducting semi‐structured interviews with 60 participants. We report on narratives of participants highlighting the unethical use of HRM as evidenced by a lack of anti‐violence HRM in aged care facilities. To encourage greater workforce sustainability, we argue that HR departments and managers need to behave ethically and better support the management and mitigation of workplace violence against workers in aged care facilities. Our paper provides new theoretical and practical insights into understanding the role of stakeholder engagement and stakeholder agency, and the moral treatment of employees through the development of anti‐violence HRM within the aged care context.

The impact of green HRM practices on green innovative work behaviour: empirical evidence from the hospitality sector of China and Pakistan

Amid a global shift towards eco-friendly practices, this study investigates the impact of green human resource management (GHRM) practices on green innovative work behavior (GIWB) in the hospitality sector, focusing on emerging and developing countries, specifically China and Pakistan. The research also explores the mediating roles of green perceived organizational support (GPOS) and organizational citizenship behavior towards the environment (OCBE), as well as the moderating role of green transformational leadership (GTL). This study is grounded in the AMO (ability, motivation, and opportunity) theory and organizational support theory. Data were collected through a questionnaire, yielding 503 valid responses from hotel employees in Beijing, China, and 498 valid responses from Islamabad, Pakistan. Structural Equation Modeling (SEM) was employed to examine and compare the results across both samples. The findings reveal positive and significant relationships between GHRM and GIWB, as well as notable mediation and moderation effects among the specified variables. Interestingly, GTL did not significantly moderate the relationship between GHRM and GIWB in Pakistan’s sample, highlighting a regional contrast. This study contributes to advancing the implementation of GHRM practices to enhance GIWB in the hospitality sector, with insights into the role of GTL across different cultural contexts.

Integrating Green Human Resource Management Practices (GHRMPs) with Human Resource Information Systems (HRIS) for sustainable organizational growth

In the contemporary business landscape, sustainability has become an imperative rather than a choice. Organizations are increasingly recognizing the need to incorporate environmentally friendly policies into their operations. One of the key domains where sustainability can be effectively embedded is human resource management (HRM). The concept of Green HRM, which integrates environmental management principles into HRM practices, is gaining traction across industries. Simultaneously, the adoption of Human Resource Information Systems (HRIS) has revolutionized HR functions by digitizing processes, improving efficiency, and enhancing data management. The integration of Green HRM practices with HRIS offers organizations a strategic pathway to achieve sustainable growth by fostering an eco-conscious workforce, reducing resource consumption, and ensuring compliance with environmental regulations. The study explores the synergy between Green HRM and HRIS, highlighting how HRIS facilitates paperless HR operations, sustainable recruitment, eco-friendly training, remote work, and energy-efficient workforce management. It also discusses how HRIS supports sustainability metrics in performance appraisals and regulatory compliance. Despite challenges such as initial investment costs, change management, and data security concerns, the benefits of integrating Green HRM with HRIS far outweigh the hurdles. Organizations that adopt this integration will enhance their sustainability efforts, boost employee engagement, and gain a competitive edge in the evolving corporate landscape.

Masalah Komitmen Tempat Kerja: Fokus pada HRM dan Komitmen Organisasi

The research was conducted at the Office of the Ministry of Religious Affairs in Siak with the aim of examining the role of job crafting in mediating the effect of human resource management practices on organizational commitment. The research population consisted of 177 individuals. Based on this population size, according to the Krejcie and Morgan table (1970), the sample size for this study was determined to be 123 individuals. The sampling method used in this study was Systematic Random Sampling. All respondents were utilized to obtain primary data related to the variables, which were collected through a questionnaire using a 5-point Likert scale. All data obtained were analyzed using Structural Equation Modeling (SEM) with the analytical tool Smart PLS 3.0. The study found that human resource management practices have a significant positive effect on organizational commitment; human resource management practices have a significant positive effect on job crafting; job crafting has a significant positive effect on organizational commitment; and job crafting mediates the effect of human resource management practices on organizational commitment.

MANAJEMEN SDM DALAM PENDIDIKAN : UPAYA PENGELOLAAN SUMBER DAYA MANUSIA DI SEKOLAH

Human resources (HR) are the most valuable assets in an organization, including in the education sector. Effective Human Resource Management can support the achievement of educational goals, both short and long term goals. Management within the school environment must involve important elements, namely educators and educational staff so that it can be ensured that there are competent, motivated and in line with the vision and mission of the institution. By using a literature review method, this journal aims to explore the concepts and practices of Human Resource Management in the school environment, as well as identifying Human Resource management efforts that can help educational institutions achieve their goals. The discussion will cover key aspects of Human Resources Management such as developing the competence of teaching staff, establishing a conducive work culture, implementing technology in managing human resources, and improving the welfare of Human Resources. It is hoped that this journal can provide insight and recommendations for educational practitioners in managing Human Resources in the school environment strategically.

Sustainable Human Resource Practices: Analyzing Their Impact on Organizational Resilience and Employee Retention

Human resources (HR) are a critical asset for organizations, and sustainable HR management is essential to fostering organizational resilience and retaining high-quality employees. Sustainable HR practices focus on maintaining the long-term well-being of the workforce while meeting the evolving needs of the organization. This study aims to analyze the impact of sustainable human resource management (HRM) practices on organizational resilience and employee retention, particularly in the Medan area. This study used a quantitative approach using a survey questionnaire distributed to 40 employees from various companies in Medan. The questionnaire assessed aspects of welfare policy, career development, and organizational culture. Data were analyzed using descriptive statistics and simple linear regression. The findings show that sustainable HRM practices significantly positively impact organizational resilience and employee retention. Specifically, an increase in sustainable HR policies was associated with an increase in organizational resilience by 0.45 and employee retention by 0.38. The study concludes that implementing sustainable HRM practices can strengthen organizational stability and improve employee retention in the long run. These insights provide valuable guidance for organizations in designing effective HRM policies that support resilience and retention.

The Influence of Individual Characteristics, Training and Career Development on Employee Performance PT Hotel KTM Resort

This study analyzes the influence of individual characteristics, Training, and career development on employee performance at PT Hotel KTM Resort in Batam, Indonesia. Despite the significant role of human resources in the hospitality industry, challenges such as low employee focus and delayed career progression hinder performance. Using quantitative methods, the research examined data from 115 employees to evaluate the effects of these variables. The findings indicate that training and career development significantly impact employee performance, while individual characteristics do not considerably influence performance outcomes. Training programs tailored to employee needs and structured career development pathways enhanced job satisfaction, motivation, and overall productivity. Furthermore, simultaneous analysis revealed that these variables collectively explain 37.7% of performance variation, suggesting other influencing factors. Recommendations include improving training quality, creating clear career advancement opportunities, and adopting holistic HR management practices focusing on supportive leadership and work environments. By implementing these strategies, PT Hotel KTM Resort can enhance employee engagement, reduce turnover rates, and improve service quality. These insights contribute to the hospitality sector's broader understanding of human resource management, emphasizing the importance of investment in employee development initiatives. Contribution to Sustainable Development Goals (SDGs):SDG 3: Good Health and Well-beingSDG 4: Quality EducationSDG 8: Decent Work and Economic GrowthSDG 9: Industry, Innovation, and Infrastructure

Material and Immaterial Compensation as a Determinant of Employee Organizational Commitment

The success and failure of any organization largely depend on talented and competent employees. Through human resource management (HRM) practices and policies, organizations strive to ensure committed employees. One of the fundamental practices they use is undoubtedly material and immaterial compensation. Adequate management of such compensation may contribute to greater employee engagement in achieving the set goals, realizing the mission, and fulfilling the vision of the organization. In such ways employees confirm their affiliation with the organization, which classifies them as committed employees. The paper assumes that the adequate application of material and immaterial compensation in organizations in Bosnia and Herzegovina (BiH) may improve employee organizational commitment. This ultimately has a positive impact on the effectiveness and efficiency of organizations. The research was conducted in 128 BiH organizations with more than 50 employees across four sectors. The hypotheses were tested applying the Principal Components Analysis (PCA) through the Kaiser-Meyer-Olkin (KMO) values and Bartlett's test of sphericity and the regression analysis. The results show a statistically significant positive impact of material and immaterial compensation on employee organizational commitment. Creating more agile policies and practices of human resource management, especially those related to material and immaterial compensation, can significantly improve employee commitment as well as the entire organizational effectiveness.

Investigating the Association Between Human Resource Management Practices and Job Autonomy on Faculty Job Performance: Evidence From UAE Higher Education Sector

Investigating the Association Between Human Resource Management Practices and Job Autonomy on Faculty Job Performance: Evidence From <scp>UAE</scp> Higher Education Sector

Promoting Psychological Empowerment for Female Employees’ Career Progression with Women-Friendly HRM Practices and Inclusive Leadership: A Moderated Mediation Model

ABSTRACT Based on the conservation of resource (COR) theory, our study investigates the effect of women-friendly human resource management (HRM) practices and inclusive leadership on the career progression of female employees through psychological empowerment. Time-lagged data from 308 respondents were analyzed using structural equation modeling (AMOS 24) to test Hayes’ model 7. The results demonstrate that women-friendly HRM practices significantly impact female employees’ career progression directly and indirectly through psychological empowerment. Furthermore, inclusive leadership positively moderates the effect of women-friendly HRM practices on the career progression of female employees through psychological empowerment. These findings have substantial implications for achieving the United Nations’ sustainable development goals (SDGs), particularly goal 5, which focuses on gender equality, and goal 8, which promotes decent work for all.

A Study on Human Resource Management Practices in Three Star Hotels in Birgunj

HRM has been recognized by academics and practitioners as important element in the organizations. Therefore this paper explores the best practices of HRM seeks to understand the level of participation in the development of these practices by HR manager in the three star hotels. The objectives of the study is to analyze precipitation of employees towards hiring process to evaluate, to asses the attitude of hotel employees towards the performance appraisal and compensation provided in the hotel and to understand employees and managers views on impact of tanning. The study was carried out with a sample size of 110 employees of few three star hotels of Birgunj, Nepal by using convenience sampling method. Data was collected by distributing questionnaire to the employees of thee star hotel. This study revels that current employees in three star hotels are satisfied with management recruitment process; almost all employees are satisfied with the training conducted in the hotels.

Happy Workers, Healthy Business: The Impact of Sustainable Human Resource Management and Workplace Happiness on Employee Engagement of Women Employees in Tea Plantations

As globalization accelerates and environmental awareness expands, it is imperative for organizations to align their business practices with sustainable development goals. This research examines the substantial connection between sustainable human resource management (SHRM) practices and employee happiness, with a focused emphasis on their direct impact on employee engagement. Quantitative research has been used for this particular research, employing both descriptive and causal research methods. It effectively analyzes a sample of 473 women workers from one of India’s largest tea plantations. The results clearly indicate a strong and positive relationship between SHRM practices, employee happiness, and employee engagement. Industries, particularly the tea plantation sector, must prioritize initiatives that foster employee engagement. By deliberately cultivating a work environment that promotes sustained joy and fulfillment, tea plantations can significantly enhance employee commitment and build long-term loyalty. These findings provide critical theoretical insights into the undeniable role of SHRM and employee happiness in driving employee engagement forward.

Sustainable Human Resource Training: A study of Scale Development and Validation

In the contemporary world, organizations are expected to introduce human resource management (HRM) practices which foster organizational sustainable development. The latter is based on the integration of environmental, social, and economic goals. Moreover, HRM practices should contribute to the common good. HR training has been found as a means to transfer sustainability theory into practice. However, to be called sustainable, HR training should not only promote employees’ sustainability-oriented behaviours but also be internally sustainable and contribute to common good. Such an approach has not been represented in previous research. Therefore, this study aims to develop a sustainable HR training construct. An exploratory sequential mixed method approach was adopted to develop and validate the measurement scale of sustainable HR training. Data were collected from employees working in different industries of Poland. This study established the second-order construct of sustainable HR training, which comprises equal training opportunities, long-term oriented training, integrated approach to training, focus on well-being, environmental-oriented training, and team building as its first-order dimensions. It also confirmed the nomological validity of the newly developed scale based on its relationship with a company’s sustainable performance. The current research enriched the sustainable HRM literature by offering a high-order sustainable HR training construct. Practitioners and policy makers may employ the designed scale in spurring HR training practices along with enhancing their sustainable performance.

The Role of Financial Literacy on Investment Decisions in Supporting Agricultural Development: What is the Future Agenda?

Financial literacy is recognized as a useful tool for making financial decisions. The better a person's literacy, the better their financial management including in making investment decisions, including farmers. This study aims to uncover a future agenda to investigate the role of financial literacy in shaping investment decisions for farmers which is very useful in business development and agricultural development in general. The next goal is to present empirical evidence as an agenda for further investigation into human resource management practices. They use a literature review study approach with a systematic review paradigm. Involving around 38 major journals that discuss financial literacy and investment decisions in the agricultural sector, supported by other journals that discuss resource management practices. The analysis results show that the study analyzes the role of financial literacy in shaping investment decisions for farmers and agricultural development in 16 countries, spread across Asia, Africa, and Europe. The agenda for discussing future research that interests researchers is focused on four things. First, factors that influence/drive investment decisions. Second, factors that shape financial literacy in agricultural business development. Third, household finances. Fourth, is the level of financial literacy. Specifically, human resource management practices that need to be further proven are regarding financial literacy, cognitive bias, and emotional bias in reflecting investment decision-making. Theoretical implications are that financial literacy has been proven to contribute to shaping the knowledge of the community (farmers and business actors) when making investment decisions. To strengthen this, further evidence is needed, along with factors that influence (including barriers) financial literacy. Farmer households are the most frequently suggested subjects. Practical implications are that the Government and other parties involved in financing agricultural businesses must participate in providing scenarios and infrastructure (technology and innovation) to support financial literacy for farmers and the general public. Keywords: Financial literacy, decision making, investment, farmers, farmer household, human resource management, review, future agenda.