Human Resource Management Practices Research Articles

RETENÇÃO DE TALENTOS EM EMPRESAS PÚBLICAS ANGOLANAS: DESAFIOS E ESTRATÉGIAS NUM CENÁRIO DINÂMICO

This study addresses the main challenges faced by Angolan public enterprises in talent retention, considering the constantly changing legal, regulatory, and economic context of the country. The aim of the research was to identify the factors that hinder the retention of qualified professionals in Angolan public institutions and to propose strategies to overcome these obstacles. The research was conducted in three ministerial departments, namely: the Ministry of Health, the Ministry of Justice and Human Rights, and the Ministry of Youth and Sports, using a qualitative approach, with semi-structured interviews conducted with managers and some employees. The results showed that economic instability, the shortage of qualified professionals, the lack of effective career development programmes, and frequent changes to the Labour Code are the main challenges to talent retention. Furthermore, the research revealed that the organisational culture of these institutions does not adequately value employee growth and development, contributing to high staff turnover. The study also highlights specific characteristics of the public sector, such as bureaucracy and the lack of resources. The research suggests that, to improve talent retention, it is essential for public enterprises to invest in continuous training programmes, adopt more attractive incentive policies, and adapt their human resources management practices to the new demands of the labour market. In addition, implementing well-structured career development plans, mentorship programmes, and strengthening leadership and development actions are crucial to increasing employee motivation and commitment. Although the research focused on three ministries, its findings offer valuable contributions to public administration in Angola and can serve as a basis for the formulation of more effective public policies.

Building Micro‐Foundations for Positive Workplace Relationships: Validation of a Strategic Relational Human Resource Management Measure

ABSTRACTA growing number of studies have recognized the pivotal role of relational Human Resource Management (HRM) systems in fostering positive interpersonal relationships in the workplace. These systems are tailored to fulfill specific relational objectives through collective‐level mechanisms. However, there has been a notable neglect of strategies for establishing the general foundations of positive workplace relationships and the contributions of individual actors in relationship‐building activities. Drawing upon the multilevel micro‐foundational structure framework and strategic human capital theory, this study introduces and validates a new measure of strategic relational HRM (SRHRM) systems. This measure incorporates a set of interrelated HRM practices aimed at reinforcing individual employees' relational knowledge, skills, and abilities, which serve as micro‐foundations for the development and maintenance of workplace relationships. Our methodology encompasses a meticulous validation process for the SRHRM measure. This involves employing four diverse samples from North America and Asia to assess its content validity, internal consistency, convergent and discriminant validity, as well as criterion‐related validity. Our findings provide substantial support for the application of the SRHRM measure in future empirical investigations.

Fostering sustainable employability in interorganizational networks: which activities and conditions pay off?

PurposeCurrently, lifelong learning and sustainable employability are increasingly fostered in the context of interorganizational networks, which provide workers with access to network activities (e.g., training, career counseling). This study aims to investigate the relationship between workers’ participation in network activities and their sustainable employability by considering workers’ experiences with the network activities. This study also examines the role of relational factors, including network trust and leader-member exchange, as conditions that may influence the link between workers’ participation in network activities and their sustainable employability (i.e. workability, perceived employability and vitality).Design/methodology/approachThis study has a mixed methods design. A quantitative approach (cross-sectional, questionnaire) was used to establish associations between variables. This approach was supplemented with qualitative data (semistructured interviews) to explore whether Self-Determination Theory can provide an explanation for the associations and the role of (relational) factors that workers perceive as hindering or facilitating in that process.FindingsThe results suggest that participating in network activities have promising benefits for both workers and organizations by facilitating the work ability and perceived employability components of sustainable employability. For these relationships, workers’ satisfaction of their need for competency and relatedness serves as explanatory mechanisms. Moreover, the actualization of benefits of network activities is influenced by relational factors both within the network (i.e. trust) and within organizations (i.e. leader-member exchange).Originality/valueThis study investigates workers’ experiences with network activities, regarding fostering workers’ sustainable employability, and the role of relational factors. Specifically, it considers Human Resource Management practices from a network-level perspective, which is currently understudied. By doing so, this study adds a unique perspective to the Human Resource Management, sustainable employability and career literature streams.

Driving Employee Digital Performance: Exploring The Mediating Role Of Employee Dynamic Capability In The Context Of Hi-Hrmp And Organizational Learning At Pt Astra Daihatsu Motor In Sunter & Karawang

This study investigates the relationship of High Involvement Human Resources Management Practice (HI-HRMP), Organizational Learning, Employee Dynamic Capability and Employee Digital Performance. The primary objective is aiming to explore how Employee Dynamic Capability mediates the effect of HI-HRMP and Organizational Learning on Employee Digital Performance. The research focuses on employees of PT Astra Daihatsu Motor in Sunter and Karawang, involving a sample of 185 respondents selected using purposive sampling from company’s workforce in both location. The research employs a quantitative approach, utilizing a questionnaire to collect cross-sectional data. Data analysis includes descriptive statistics to summarize the sample characteristics and mean, the Sobel test to examine the mediating effect of employee dynamic capability, and Structural Equation Modeling (SEM) to analyze the relationships between variables. The finding shows that HI-HRMP has a direct positive and significant effect on employee digital performance but does not influence on employee dynamic capability. Thus, dynamic capability fails to mediate the relationship between HI-HRMP and employee digital performance. Meanwhile, organizational learning significantly influence employee digital performance, both directly or indirect and through employee dynamic capability as a partially mediating variable.

Tailored transfer and hybridization of collaborative HRM practices in a Mondragon multinational cooperative

In this paper, we examine the cross-national transfer and hybridization of collaborative human resource management (HRM) practices at Mondragon Assembly (MA), a Spanish multinational worker cooperative. Drawing on longitudinal data and in-depth interviews with 16 senior managers at MA’s parent company and its subsidiaries in France, Germany, China, Mexico and Brazil, the study shows how MA transferred its hallmark practices of employee ownership, profit sharing and employee voice to foreign sites in a way that substantially deviated from the original versions. The study illustrates how practice transfer was shaped over time by host-country institutional arrangements, vested interests of co-op member-owners about the extent to which the HRM practices should be transferred, and the agency of subsidiary managers in the adaptation and internalization of the transferred practices. The study also analyses the impact of transferred HRM practices on talent retention and employee commitment at subsidiaries. The paper responds to recent calls in the IHRM literature for fine-grained evidence on how organizational actors at the parent company and subsidiaries engage over time in the adjustment and adaptation of HRM practices to ensure their internal and external fit with a variety of interests, political agendas, market pressures and institutional factors.

Integrating Sharia Principles into Human Resource Management: Strategies for Sustainable Social Development

Human Resource Management (HRM) plays a pivotal role in fostering social development within Islamic communities. This study explores the integration of sharia principles in HRM practices, emphasizing values such as adl (justice), ta’awun (cooperation), and shura (mutual consultation) to align individual productivity with communal welfare. Using a qualitative literature review approach, this research identifies key strategies and challenges in implementing sharia-based HRM across various Islamic social organizations, including zakat institutions, pesantren, and sharia cooperatives. The findings reveal that equity leadership and HRM practices grounded in Maqasid al-Shari'ah significantly enhance employee motivation and commitment by connecting individual contributions to broader societal goals. Furthermore, sharia-based organizational cultures promote inclusivity, reduce internal conflicts, and strengthen team cohesion. These practices empower marginalized communities through sustainable and ethical approaches to poverty alleviation and economic growth. This study contributes to the theoretical discourse by bridging conventional HRM theories with Islamic principles, offering a culturally specific framework for effective human resource management. While providing practical insights for Islamic organizations, the research underscores the need for empirical validation and further exploration of the intersection between sharia-based HRM and global trends, such as digital transformation and green HRM, to achieve sustainable and inclusive development.

The Buffering Role of Anti‐Violence Human Resource Management Practices in Shaping How Police Officers Cope With Workplace Violence

ABSTRACTAnti‐violence Human Resource Management (HRM) practices can be used as an organizational resource to buffer the effects of violence experienced by frontline workers. This research examines the process through which different forms of workplace violence (i.e., physical, verbal, and vicarious) impact how employees cope, and thereby their intentions to leave the profession. Drawing on Conservation of Resources (COR) theory, we collected two waves of data (N = 371) from police officers in Victoria, Australia, to test our proposed hypotheses. The findings demonstrated that physical violence, verbal abuse, and vicarious violence were positively associated with coping through denial. Importantly, coping through denial mediated the relationship between physical violence, verbal abuse, and vicarious violence on police officers' intention to leave the profession. Finally, anti‐violence HRM practices buffered the indirect effect of physical violence and vicarious violence on the intention to leave the profession via coping through denial, whereas no effect was found for verbal abuse. Our results therefore suggest that anti‐violence HRM practices play a pivotal role in managing incidents of violence at work against frontline workers. The findings' contributions to HRM theory and practice, as well as future research, are discussed.

Pengaruh Praktik Green Human Resource Management Terhadap Turnover Pegawai Dimediasi Lingkungan Kerja pada Bank BRI Cabang Gorontalo

This research aims to determine the effect of Green Human Resource Management Practices on Employee Turnover Mediated by the Work Environment at Bank BRI Gorontalo Branch. The population of this research is contract employees at Bank BRI Gorontalo Branch. The sampling technique taken in this research uses an incidental technique, the number of samples is taken in research using the Slovin formula, namely 66 respondents. Data collection techniques in this research used observation, questionnaires, interviews and documentation. The analytical test tool used in testing this research is multiple linear regression. The data analysis method uses the SPSS 22 application. The results of this research show that, (1) Green Human Resources cannot have a significant effect on Employee Turnover at Bank BRI Gorontalo Branch, (2) Green Human Resources can have a significant effect on the Work Environment at Bank BRI Gorontalo Branch , (3) The Work Environment can have a significant effect on Employee Turnover at Bank BRI Gorontalo Branch, (4) The Work Environment can mediate the influence of Green Human Resources on Employee Turnover at Bank BRI Gorontalo Branch.

Greening sustainability! unraveling the nexus of green human resource management practices, green dynamic capabilities, and employee engagement in the presence of innovative climate

Green human resource management (GHRM) practices are critical for enhancing sustainability outcomes. Still, literature is scarce on the granularity of how GHRM practices can be promoted to strengthen sustainability linking green dynamic capabilities and employee engagement in the presence of innovative climate. Drawing upon institutional theory, this study investigates the relationship between GHRM practices and sustainability, the mediation effect of green dynamic capabilities and employee engagement, and the moderation effect of innovative climate. This study employed a post-positivism approach and adopted a two-stage method for the selection of population and sampling to collect data through an online survey instrument from 374 respondents working at top, middle, and lower tiers of management positions in the telecom organizations of Pakistan, to test research hypotheses. Findings indicated a positive association between GHRM practices and sustainability and a significant mediation effect of green dynamic capabilities and employee engagement between GHRM practices and sustainability. In addition, the moderation effect of innovative climate is found insignificant on the relationship between GHRM practices and sustainability. Nevertheless, findings suggest that telecom organizations should boost green dynamic capabilities and employee participation to enhance sustainability while integrating GHRM practices in a conducive and innovative environment, to achieve and align with sustainable development initiatives.

Green Human Resource Management and Sustainable Practices on Corporate Reputation and Employee Well-being: A Model for Indonesia's F&B Industry

Green Human Resource Management and Sustainable Practices on Corporate Reputation and Employee Well-being: A Model for Indonesia's F&B Industry

Greening Organizational Culture in Relation to Employees' Green Human Resources Management; The Mediating Role of Environmental Commitment and Citizenship

Background: The growing awareness of environmental issues is prompting organizations to proactively implement environmental management strategies. Green human resource management (GHRM) practices are being used to convert strategy into results.Methodology: Employing a quantitative approach, data were gathered from 271 faculty members through structured questionnaires. The analysis involved descriptive statistics using SPSS and SEM using AMOS to understand the relationships among green culture, environmental commitment, environmental citizenship, and GHRMP along with the mediating role of faculty' commitment and environmental citizenship.Results: The study revealed that green organizational culture is significantly associated with both employees' environmental commitment and citizenship. Specifically, green culture had a strong positive correlation with environmental commitment and environmental citizenship. Moreover, environmental commitment and citizenship were significantly correlated with GHRMP, indicating the pivotal role of green culture in fostering a supportive environment for green HR practices. The mediation analysis highlighted the significant indirect effects of green culture on GHRMP through environmental commitment and environmental citizenship. Conclusion: The study underscores the significant influence of green organizational culture on fostering environmental commitment and citizenship among employees. The mediating role of GHRMP is pivotal in translating this culture into practical and measurable outcomes. These findings suggest that institutions aiming to enhance their environmental stewardship, and sustainable practices should focus on nurturing a green culture and implementing robust green HRM practices.Implications: The results provide valuable insights for university administrators and policymakers on the importance of integrating green principles into organizational culture and human resource management. By doing so, they can significantly improve the commitment and active participation of staff in environmental sustainability initiatives.

Does it make sense to manage people “diversely” A scoping review on Human Resource Management Practices rooted in diversity

Does it make sense to manage people “diversely” A scoping review on Human Resource Management Practices rooted in diversity

Synergizing human resource management practices and employee performance in private university

Synergizing human resource management practices and employee performance in private university

Impact of human resource management practices on educator satisfaction and educational outcomes in Pithoragarh

Impact of human resource management practices on educator satisfaction and educational outcomes in Pithoragarh

The Role of Effective Human Resources Management Practices in Achieving Organizational Competitive Advantage An applied study on Deraya University

The Role of Effective Human Resources Management Practices in Achieving Organizational Competitive Advantage An applied study on Deraya University

The Impact of Human Resource Management Practices on Employee Performance

This study aimed to reveal the impact of human resource management practices on employee performance. The study relied on the descriptive analytical approach. The study population consisted of all employees at the National Anti-Corruption Commission, Tripoli - Abu Nawas, numbering 450 employees. A regular random sample of 45 individuals was selected. The questionnaire was used as a tool for collecting data, as 45 questionnaires were distributed. The number of questionnaires retrieved was (42). After reviewing and examining the questionnaires, it was found that (39) questionnaires were suitable for analysis, which is approximately (87%) of the total distributed questionnaires. This percentage is considered good for analysis. The statistical package (Spss) was used in the process of analyzing the data and testing the study hypotheses. The results of this study concluded that there is an impact of human resource management practices represented in the dimensions (attraction and appointment, training, motivation, performance evaluation) on the performance of employees at the National Anti-Corruption Commission. Keywords: Human resource management, recruitment and appointment, training, motivation, performance evaluation, employee performance

Exploring the Application of Online and Offline Integrated Teaching Mode in the Digital Human Resource Management Practice Course

Exploring the Application of Online and Offline Integrated Teaching Mode in the Digital Human Resource Management Practice Course

Exploring the Mediating Role of Organizational Climate in the Relationship Between HRM Practices and HR Outcomes in Malaysia's Public Sector

This paper explores the mediating role of organizational climate in the relationship between Human Resource Management (HRM) practices and HR outcomes in Malaysia's public sector. It highlights the importance of HRM practices, such as recruitment, training, and performance appraisal, in shaping organizational climate and achieving desired HR outcomes, including employee satisfaction, performance, and retention. Drawing on existing literature, this study proposes a theoretical framework that positions organizational climate as a critical mediator, bridging the gap between HRM practices and employee outcomes. The paper emphasizes the significance of contextual factors unique to Malaysia's public sector and suggests avenues for future empirical research, including longitudinal studies and comparative analyses between public and private sectors. This research aims to contribute to HRM literature and provide actionable insights for policymakers and practitioners to enhance HR strategies and public sector performance in Malaysia.

دور الثقافة التنظيمية بين أسلوب القيادة وممارسات إدارة الموارد البشرية

Several dynamics influencing organizational performance in private universities, including increasing challenges such as competitiveness, limited resources, and accreditation pressures. This paper aims to explore the relationship between leadership styles and human resource management practices, focusing on the role of organizational culture as a mediator. The study adopted a literature review methodology to analyze the relationship among the three variables (leadership styles, human resource management practices, and organizational culture). Recent studies published between 2021 and 2024 were collected and analyzed using reliable databases. The findings reveal that organizational culture plays a crucial mediating role in strengthening the relationship between leadership and human resource management practices. Transformational and democratic leadership styles were found to improve organizational performance by enhancing employee commitment and fostering a flexible organizational culture. Additionally, human resource management practices such as training, continuous evaluation, and motivation positively impact the development of a supportive organizational culture; however, they require integration with leadership styles to achieve a broader effect. Nevertheless, this paper contributes by providing a comprehensive theoretical framework to understand the dynamic relationship among leadership, human resources, and organizational culture, highlighting the central role of organizational culture in improving organizational performance. The academic implications include adding new knowledge to the literature on leadership, human resource management, and organizational culture, while the practical implications offer actionable insights for private universities in Jordan to improve performance by building a sustainable and supportive organizational culture. University administrations can benefit from practical solutions to enhance organizational performance through the integration of leadership and human resource management. Moreover, the study provides policymakers with insights on how to foster organizational culture to support innovation and sustainability in higher education, creating a motivating work environment that enhances employee commitment and satisfaction.

A nexus between human capital management and lean supply chain in an organization

This study investigates the impact of key human resource management (HRM) practices—learning and development, recruitment and selection, and performance management—on the lean supply chain performance of organizations. A sample size of 100 participants was selected using a simple random sampling technique, targeting individuals with direct experience in both HR and supply chain management. Data were analyzed using SPSS software, applying regression analysis to examine the relationships between variables. The findings provide insights into how HCM contributes to optimizing supply chain performance, offering practical implications for organizations striving for lean supply chain success. The findings confirm the positive influence of these HRM practices on supply chain efficiency and effectiveness. Learning and development (L&D) emerged as critical for fostering continuous improvement and waste reduction in lean supply chains, equipping employees with the necessary skills to support operational excellence. Recruitment and selection were shown to play a fundamental role in hiring individuals aligned with lean principles such as waste minimization and process efficiency. Performance management further contributed by aligning employee performance with lean objectives, ensuring continuous progress in supply chain performance. The study emphasizes the need for strategic integration of HRM practices into lean supply chain initiatives for sustained organizational competitiveness. Limitations include a small sample size, highlighting the need for future research to expand the respondent pool and explore additional organizational development tools to better define the connection between human capital management and lean supply chains.