Human Resource Management Research Articles

How Algorithmic Management Influences Gig Workers' Job Crafting.

Algorithmic management, as a digital management tool in the gig economy, has become a hotspot of concern at the intersection of theory and practice. However, there is a lack of research on the mechanisms and boundary conditions through which algorithmic management affects gig workers' job crafting. Based on the social information processing theory, this study constructed a dual-mediation model of how algorithmic management influences gig workers' job crafting through gameful experience and perceived job autonomy. Data from 687 valid samples were collected through a two-stage survey and statistically analyzed using structural equation modeling (SEM). The results demonstrate that algorithmic management increases gig workers' promotion-focused job crafting behaviors (increasing job resources and challenging job demands) by stimulating their gameful experiences and increases gig workers' prevention-focused job crafting behaviors (decreasing hindering job demands) by inhibiting their perceived job autonomy. In addition, the higher-order personality trait core self-evaluation moderates the relationship between algorithmic management and gameful experience and perceived job autonomy, as well as the indirect effects of algorithmic management on job crafting through gameful experiences and perceived job autonomy. This study advances empirical research on algorithmic management in the field of the gig economy and human resource management practices. Crucially, it provides practical insights for optimizing algorithmic systems in platform companies, potentially enhancing their efficiency and economic benefits.

SHRM Dimensions, Work Engagement and Intention to Quit: LinkedIn As a Data Source

The purpose of this study is to investigate the impact of strategic human-resource management (SHRM) on employees' intention to quit, mediated by work engagement in the construction sector in GCC countries. The major findings of this study indicate that strategic human-resource management (SHRM) has a direct positive impact on work engagement and an indirect negative impact on employees' intention to quit through work engagement. The study also indicated that work engagement has a direct negative impact on employees' intention to quit. Structural equation modeling was employed to analyze data collected from 612 participants via a LinkedIn dataset. All participants work in the construction sector in Gulf States (GCC countries) and are members at LinkedIn as a professional social-networking site. Social-media network LinkedIn was employed to collect the data required for analysis. The study offers evidence and guidance for HRM practitioners for direct HRM practices and SHRM constructs in fostering work engagement and managing employees’ intention to quit. There is a lack of research examining the impact of SHRM and its components on employees’ intention to quit, mediated by work engagement. Thus, this study confirms the argument that SHRM can be an effective approach to influence employees' intention to quit through work engagement.

A Benchmarking Model for HRM Elements of Large Mining Industry: ISM-Based Approach

While human resource management (HRM) elements concerning the expansive mining industry have been acknowledged, they still need to be explored. This paper presents a novel and strategic endeavour to construct a benchmark model linking HRM elements specific to the large mining industry. Drawing from an extensive literature review, crucial HRM elements pertinent to the mineral industry are systematically identified and thoroughly examined. The study utilises the interpretive structural modelling (ISM) technique within the context of major Indian mining industries to unveil latent relationships among these HRM-related elements. Through six-phased interactions, a foundational model is established, illuminating these relationships. The findings are poised to positively impact the mining industry, contributing to enhanced system sustainability. Furthermore, this paper represents a pioneering effort as the first research to elucidate the relationship model of HRM elements within the mining industry. It encourages HRM researchers to delve further into the mining industry to address its challenges. This research serves as a foundational study and provides a platform for further investigations by HRM experts, researchers and field personnel, enabling a multifaceted exploration of HRM perspectives.

Sustainable Human Development and Human Resource Management Strategies in Building Sustainable Cities

While the context of rapid urbanization and increasing challenges faced by cities worldwide, the role of Human Resource Management (HRM) in fostering sustainable urban development has garnered significant attention. This paper presents a comprehensive review of existing literature on HRM strategies aimed at building sustainable cities. Thus, a detailed analysis of the prominent findings of studies on “human resource management” and “sustainable cities” in Google Scholar, Web of Science (WoS) and Scopus databases was presented by a literature review. The review synthesizes insights from a range of sources including academic articles to identify key themes, trends, and best practices in HRM for urban sustainability and reveals that effective HRM strategies play a crucial role in addressing urban challenges such as population growth, environmental sustainability, social inclusion, and economic resilience. Furthermore, the review highlights the importance of aligning HRM strategies with broader urban development goals and policy frameworks and emphasizes the need for collaboration among government agencies, businesses, academia, and civil society to implement integrated HRM approaches that promote sustainable urban growth and enhance the quality of life for urban residents. The findings from this literature review also contribute to a deeper understanding of the role of HRM in building sustainable cities. Therefore, this paper concludes with recommendations for future research directions and practical implications for human resource (HR) professionals, policy makers, and urban planners seeking to create more sustainable urban environment.

The effect of business owners’ personal characteristics on enterprises’ human resource management strategies – a multigroup comparison model based on micro, small and medium-sized private enterprises

PurposeIt has been proven that the characteristics of top management in an organization have an impact on the organization’s employee management strategies. In micro, small and medium-sized enterprises, the business owner’s influence is constructive. However, there has been little discussion about the influence of business owners’ personal characteristics on enterprises’ human resource management (HRM) strategies.Design/methodology/approachIn this study, two complementary experimental designs – quantitative research and qualitative research – were adopted to verify the theoretical framework.FindingsThe results show that business owners with masculine characteristics tend to adopt the strategies of internal development and external acquisition, while those with feminine characteristics tend to adopt the strategies of internal development. Significant differences were found between the female business owner group and the male business owner group in terms of the relationship paths of gender role orientation, leadership style and gender role orientation and HRM strategies.Originality/valueFirstly, this is the first time to discuss human resource management strategies from the perspective of gender roles. Secondly, the data of this research is collected from entrepreneurs, which is another advantage of this research. Finally, this research has obtained more valuable research findings. This study found that feminine bosses tend to adopt internally developed human resource strategies, while masculine bosses value internally developed human resource management strategies and also tend to adopt external acquisition strategies. Studies have shown that companies that adopt defensive strategies rely more on internally developed human resource management strategies, while those with exploratory strategies are more inclined to externally acquired human resource management strategies. So, does the boss’s gender role orientation match the organizational strategy, that is, feminine bosses adopt defensive strategies, while masculine bosses adopt defensive and exploratory organizational strategies? This point provides new research ideas for the development of private enterprises.

University autonomy in human resource management: An analysis of the state of public universities in the Mekong Delta Region, Vietnam

This study delves into the intricacies of human resource management practices within public universities in the Mekong Delta region of Vietnam specifically focusing on autonomous institutions. We conducted a comprehensive survey across five public universities, engaging 245 managers, 414 lecturers and 156 experts leveraging the statistical analysis tool SPSS. In-depth interviews provided nuanced insights increasing our quantitative approach. Our multifaceted analysis of human resource management processes encompassed several critical dimensions: workforce planning, adjustments to professional titles, workforce quality assessment, training quality and the work environment. The findings underscore that workforce planning prioritized administrative positions yet faced formidable challenges and exhibited suboptimal success rates. Notably, the timely monitoring and adjustment of professional titles for public employees during job transitions were conspicuously absent. Furthermore, the actual workforce quality remained unassessed significantly impacting job assignments, training effectiveness and career progression. Subpar training and staff development quality influenced by prevailing social hierarchies hindered the efficient allocation of roles. Moreover, the work environment suffered from a deficit of openness and knowledge sharing adversely affecting faculty development. Our results illuminate the pressing need to fortify workforce planning strategies, enhance employee evaluation methods and elevate training approaches. Additionally, fostering friendly, open work environments aligned with the unique context of Vietnamese public universities emerges as a pivotal avenue for improvement.

Human Resource Management 4.0 - Empowerment from a Holistic Perspective

The aim of this work is to examine the communication behaviour of Generation Z in a professional context and to identify their specific wishes regarding the behaviour of superiors. In addition, success factors of contemporary Human Resource Management 4.0 (HRM 4.0) are identified. A further goal of this paper is to demonstrate companies and superiors how they can meet the needs of Generation Z, in order to position themselves as good leaders and as an attractive employer in order to maintain the company's performance in the long term. The most important results of this study show that appreciative leadership behaviour creates trust between employees and superiors. This optimizes Generation Z's communication behaviour towards superiors. Furthermore, for Generation Z, an appreciative management culture that is committed to the well-being of employees is crucial for their choice of employer, their work productivity, their employee loyalty and their fluctuation behaviour. In consequence, it is essential for companies to consider the demands of Generation Z in order to remain competitive.

Fostering sustainability through technological brilliance: a study on the nexus of organizational STARA capability, GHRM, GSCM, and sustainable performance

This study aims to investigate the influence of Organizational Smart Technology, Artificial Intelligence, Robotics, and Algorithms (STARA) capabilities on Green Human Resource Management (GHRM) practices, Green Supply Chain Management (GSCM) practices, and also its direct impact on Sustainable Performance (SP) outcomes within the manufacturing landscape of Bangladesh. A quantitative approach was employed, gathering data from 395 employees in the Bangladeshi manufacturing sector through a survey questionnaire using a seven-point Likert scale. Structural equation modeling (SEM) was utilized to analyze the data, focusing on testing hypotheses related to the relationships between organizational STARA capabilities, GHRM, GSCM, and SP. The study found positive relationships between organizational STARA (OSC) capabilities and GHRM, GSCM, and SP. All hypotheses were accepted, GHRM ← STARA (β = 0.210), GSCM ← STARA (β = 0.247), and SP ← STARA (β = 0.135). Additionally, it revealed that GHRM and GSCM mediate the relationship between organizational STARA capabilities and SP. This research contributes to filling the existing gap in the literature by providing empirical evidence on the integration of STARA capabilities with GHRM and GSCM practices, specifically within the context of the Bangladeshi manufacturing sector. It also highlights the mediating role of GHRM and GSCM in enhancing sustainable performance through STARA capabilities. The findings of this study offer valuable insights for organizations operating in the manufacturing sector, suggesting strategies for leveraging STARA capabilities to enhance sustainability, efficiency, and competitiveness. Policymakers and stakeholders can use these insights to formulate policies and initiatives to promote the adoption of sustainable practices in manufacturing.

The impact of the COVID-19 pandemic on healthcare workers

Purpose This paper aims to examine the impact of the COVID-19 pandemic on healthcare workers’ perception of job pressure as well as their anxiety and depression levels. Design/methodology/approach Survey data were collected from 109 healthcare workers enrolled in two MBA courses in Healthcare Human Resources Management at a university in the Southern USA, respectively, Fall 2020 and Fall 2021. A path analysis was conducted to test a model of the impact of the COVID-19 pandemic on healthcare workers’ perception of job pressure as well as their anxiety and depression levels. Findings The study results showed treatment of COVID-19 patients led to increased work hours for healthcare workers; changes in work hours and work methods were related to healthcare workers’ perception of job pressure; healthcare workers perceptions of job pressure were positively related to their anxiety levels; organizational support was negatively related to healthcare workers’ anxiety levels; and healthcare workers’ anxiety levels were positively related to their depression levels. Originality/value Findings from the tested model provide support for the Job Demands-Resources model in the context of the COVID-19 pandemic.

Perceived Human Resource Management Practices and Job Satisfaction of Teachers in Government-Aided Secondary Schools in Mbarara City, Uganda

Perceived Human Resource Management Practices and Job Satisfaction of Teachers in Government-Aided Secondary Schools in Mbarara City, Uganda

Take (part) or Toss? Applying a Job Demands-Resources Lens to Public Leaders’ Motivation to Engage in Leader Training

Although mechanisms taking place prior to a leader training (LT) itself seem crucial for its effectiveness, public leadership scholars have so far rarely studied this pre-training stage. Drawing on Job Demands-Resources (JD-R) theory, this study aims to initiate this endeavor by identifying personal and job-related factors (i.e., resources and demands) that are linked to public leaders’ motivation to develop as a leader. Structural equation modeling reveals that predominantly public leaders’ self-efficacy, development needs perception and organizational support are crucial for their motivation to develop, which in turn is decisive for explaining public leaders’ willingness to participate in LT. This study theoretically contributes to a more comprehensive understanding of mechanisms underlying public LT and informs HR managers of potential levers to adequately support self-directed LT in public organizations.

Dealing with Mental Health Problems and Work Performance Among Frontline Healthcare Workers Through the Influence of Digital Platform in Malaysian Private Hospitals: A conceptual analysis

The purpose of this study to examine mental health problems of frontline healthcare workers and their impact on work performance through exploring the influence of digital platforms in Malaysian private hospitals. This research is essential in addressing previous knowledge and theoretical gaps on the antecedents that denote to mental health problems and how digital platforms are used to improve mental health wellbeing. Basically, this study discusses the impact of four independent variables which are categorized as depression, anxiety, insomnia and distress factors whereas dependent variable is work performance. This study also will discuss problems concerning work performance of frontline healthcare workers (doctors, nurses, medical assistance, pharmacists and HR Management), specifically on poor service quality, turnover intention, work-related burnout, and exhaustion in Malaysian private hospitals. Hence, this study explores new solutions on the employees’ work performance related issues to create awareness for the Malaysian private hospitals in improving mental health issues among front-line healthcare workers to enhance their work performance through the influence of digital platforms. Private hospitals in Malaysia are experiencing critical situations related to poor employees’ performance which indirectly influence the overall productivity. Thus, private hospitals need to provide serious attention towards these related issues. A conceptual framework was formulated based on identified research gaps through the literature review. It is expected that this study will enhance the awareness for the management in Malaysian private hospitals on dealing with mental health problems which impacts work performance by exploring digital platforms as a solution.

Generative AI as a catalyst for HRM practices: mediating effects of trust

This study investigated the impact of generative AI tools on human resource management practices, organizational commitment, employee engagement, and employee performance. The authors also investigated the mediating role of trust in the relationship between user perception and organizational commitment. A structured questionnaire was used to collect the data from the information technology industry employees to measure the 9 reflective constructs optimism, innovativeness, ease of use, usefulness, trust, organizational commitment, vigor, dedication, and employee performance. Two constructs, ease of use and usefulness, are modeled as a higher-order construct – User Perception, whereas vigor and Dedication are modeled as another higher-order construct, Employee Engagement. The mode-fit indices were assessed for both the higher- and lower-order constructs, and the model-fit indices for both the models, higher- and lower-order constructs reveal an excellent model fit. Positive and statistically significant impacts were observed between the study constructs. The impact of organizational commitment on employee engagement was positive and statistically significant, and in turn, the impact of employee engagement on employee performance was also positive and statistically significant. Trust partially mediated the relationship between user perception and organizational commitment, fostering enhanced employee engagement and performance. The theories of technology readiness, stimulus-organization-response, and technology acceptance model were utilized in the development of the study’s theoretical framework, which provided fresh perspectives on how employee engagement, organizational commitment, and performance are influenced by user experience and trust in the context of generative AI. Theoretically, it opens up new applications such as personalized education and services, digital art, and realistic virtual assistants that were previously unfeasible or impractical for automation. The practical implications are that the field of interdisciplinary research as well as the information technology industry will be greatly impacted by generative AI. To facilitate swift adoption, the principles of generative AI are conceptualized from model-, system-, and application-level perspectives in addition to a social-technical perspective, where they are explicated and defined. In the end, our research has given future scholars a significant research agenda that will enable them to study generative AI from different theoretical perspectives while incorporating the concepts from these theories.

Identifying Differences in the Application of HR Marketing Tools in Companies in the Secondary Sector – a Case Study of Mining, Construction, and Manufacturing Industries

HR marketing is a relatively new field in corporate practice. When implemented effectively and designed professionally, HR marketing can give companies a significant competitive advantage in the labour market. Increasingly, HR managers and executives focus on securing high-quality and skilled employees who are integral to building a strong brand and employer value. To date, no studies have specifically examined HR marketing within the secondary sector, which appears to be stagnating in economically developed countries. This study aims to identify differences in the application of HR marketing tools among companies operating in the secondary sector, particularly within the mining, construction, and manufacturing industries. The research was conducted in two stages: the first stage involved an analysis of HR marketing practices among a sample of 215 companies operating in the Czech Republic and Slovakia. The second stage focused on a case study of 10 companies from the secondary sector, specifically three companies operating in the mining, construction, and manufacturing industries. This study offers a comparative analysis of HR marketing tool usage among companies within the secondary sector, including those in the Czech Republic and Slovakia. The key findings address the research questions and hypotheses. The results indicate that companies in the secondary sector primarily use traditional HR marketing tools such as company websites, personnel agency services, and job portals. Mining and manufacturing companies employ a wider range of HR marketing tools to enhance employee loyalty than construction companies.

The Meaning of Mujahadah Values for Muslim Entrepreneurs Culinary Business in East Kutai Regency

This research delves into the meaning of mujahadah among Muslim entrepreneurs in the culinary industry of East Kutai, examining the incorporation of Islamic values into their business practices. It seeks to elucidate the intricate relationship between Islamic values and the business strategies employed by Muslim entrepreneurs in the culinary sector of East Kutai, highlighting the significance of mujahadah in shaping their entrepreneurial journey. This research uses a qualitative approach involving in-depth participant observation, interviews, and document analysis. The findings suggest that the mujahadah has maximum effort and strong determination to achieve business goals, with an acknowledgment of divine intervention. Entrepreneurs integrate mujahadah with Islamic values such as patience, sincerity, and reliance on Allah. Additionally, the research identifies vital challenges entrepreneurs face, including human resource management issues, market adaptation, and raw material supply management. This study offers profound insights into the influence of spiritual values on Muslim culinary entrepreneurs and provides practical implications for navigating everyday business challenges.

HR-brand: features of formation and development

Relevance. The development of HR management stems from the need for organizations to attract and retain highly qualified employees in the competitive environment of the modern labor market. HR branding is a strategy based on the formation and support of a positive image of the company in the eyes of employees, as well as the company's commitment to the principles and values that bind employees and the organization. Positive evaluations of the organization's employees and their recommendations can attract new specialists and strengthen the company's reputation as a reliable and attractive employer.The purpose of the article is to study a special category of reputation and perception of the company – the HR brand.Objectives: to study the conditions for building an HR brand, its structure and key elements; to consider the history of the origin of the idea of HR branding; to assess the interest in creating a special reputation in the field of human resource management; to justify why it is impossible to build an EVP (employer's value proposition) without HR branding.Methodology. In the course of scientific research, empirical, theoretical, statistical methods and methods of graphical representation were used.Results: the theoretical aspects of building a company's HR brand were studied; the popularity of this topic in science and business was shown. A set of knowledge about the features of HR branding in the Russian and foreign markets has been formed and the prospects for the development of this area are shown. It shows why it is important to work on an HR brand and how to start forming a positive image of the company, its reputation and prestige.Conclusions. The article emphasizes the relevance and importance of the topic under consideration, taking into account the latest trends, prerequisites and prospects for new companies. The possibilities that open up for an employer when forming an original and popular HR brand are considered.

The improvement of business performance in the shipbuilding sector driven by digital transformation and decarbonisation, and its impact on human resources

This study analyses the relationship between digital transformation, decarbonisation and Human Resource Management (HRM) on performance in the naval sector, with the aim of empirically confirming a correlation between these variables, achieving a deeper knowledge that allows companies to upgrade their results. The methodology used to obtain the results and contrast the hypothesis model has been the Partial Least Squares (PLS), using data from 102 questionnaires collected from employees belonging to the sector. The findings of this research represent a new contribution to the literature: the results of the analysis found evidence of decarbonisation contributing favourably to HRM, leading to performance improvement in the naval industry companies, as well as a positive correlation between digital transformation and performance. However, there was no sufficient evidence to prove the direct relationship between decarbonisation and performance in the sector. Finally, the results found in this research could be utilised as evidence to consider the trend variables in the current business environment to influence business model design aiming to promote efficiency and improvement of the results of the organisations in the naval sector. HIGHLIGHTS Improved performance in the shipbuilding sector Study on the importance of digital transformation, decarbonisation and human resource management in the shipbuilding sector. Development, validation and evaluation of a proposed hypothesis model based on the Partial Least Squares method. Conclusions for industry managers, so that they can design business models that improve performance.

The blind HR: Why do people leave managers not companies? A case of inconsistency in performance appraisal and performance outcome

Learning outcomes The learning outcomes are as follows: to benchmark and compare the theoretical models of the performance management and appraisal processes. (Questions 1 and 2) Remembering-in Bloom’s Taxonomy; to understand the importance of practicing fair performance appraisal process. (Question 4) Understanding-in Bloom’s Taxonomy; to analyze the implementation and effectiveness of 180-degree performance appraisal method and rating system prevalent in the IT Sector. (Question 1) Applying and Analyzing-in Bloom’s Taxonomy; to assess the impact of perceptual biases on human behavior and performance (Questions 2 and 3) Evaluating-in Bloom’s Taxonomy. Case overview/synopsis The case study entitled “Is HR Blind? Why do People Leave Managers Not Companies? A Case of Unfair Performance Appraisal and Biases” is a classic example of a flawed and biased performance appraisal process and perceptual biasness, which resulted in the loss of a valuable and talented resource in a leading Indian IT MNC. The present case had been based upon the real-life experience of an employee (i.e. Rahul Verma), who worked with the company from year 2010 to 2021. It was among the top ten IT MNCs employing about 0.1 million people. The objective of the case was to highlight real time issues existing with HR practices, mainly in IT sector organizations. For example, in the present case, do the HR seek proper justification from the manager before taking a harsh decision like forcibly asking an employee to sign a termination contract without looking at the contributions of his qualitative performance or even performance rating (refer to the transcript) for that matter? Was the job of the HR to only ensure how to fit in employees in the faulty bell curve system? Whether the performance appraisal system being followed at the company is adequately capable of identifying and recognizing the talent. Do the different functions really work cohesively and organically toward achieving the intended goals and objectives of the organization? Was this a failure of the manager in recognizing talent or something went wrong at the employee’s part? Was this a failure of the entire HR system or performance management process at the organization that was unable to filter out the capable and skilled resources out of the crowd? Was this a problem of organizational culture that put on stake its most critical resource – the human capital – by allowing the appraisers to evaluate them just because of the hierarchical structure, and not because they are not being competent enough to perform this most critical job objectively? Who ensures the appraiser is free from any kind of prejudice or bias and is capable of fairly assessing the talent resource? So, the present case was a deliberate attempt to throw out these burning questions to the practitioners and students to ponder upon. Does HR really follow the blind process merely acting on the feedback received from the different units of the organization? With the help of strong theoretical foundation and practical applications, the following objectives and questions have been framed to deliberate and propose the workable solutions for the benefits of the relevant stakeholders. Complexity academic level HR practitioners, HR managers, supervisors, senior management and HR students, IT heads, project managers. Supplementary material Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.

THE IMPACT OF CLOUD-BASED MANAGEMENT INFORMATION SYSTEMS ON HRM EFFICIENCY: AN ANALYSIS OF SMALL AND MEDIUM-SIZED ENTERPRISES (SMEs)

Cloud-based management information systems (MIS) are becoming integral to the operational success of small and medium-sized enterprises (SMEs), particularly in enhancing the efficiency of human resource management (HRM) processes. This article, based on a comprehensive review of 75 peer-reviewed studies, investigates how the adoption of cloud-based MIS positively impacts critical HRM functions such as employee management, recruitment, training, and performance monitoring. The findings indicate that cloud-based systems significantly streamline these HR tasks by reducing time, costs, and the administrative burdens traditionally associated with manual or localized HR operations. Moreover, the integration of real-time data analytics through cloud-based platforms enhances decision-making capabilities, enabling HR professionals to make data-driven and timely decisions that improve overall workforce management. The reviewed studies also emphasize that cloud-based MIS are essential for improving strategic HR planning. These systems allow SMEs to access advanced tools for workforce analytics, employee engagement, and performance tracking, which were previously only accessible to larger corporations. The flexibility and scalability offered by cloud-based MIS enable SMEs to quickly adapt to changes in staffing needs, business growth, and external market conditions without the need for costly infrastructure. Furthermore, the review highlights the role of cloud technology in fostering innovation within HR departments by supporting predictive analytics and AI-driven decision-making, which can further enhance operational efficiency. In addition to operational benefits, cloud-based MIS facilitate a more seamless integration of HR functions across geographically dispersed teams, allowing for enhanced collaboration and communication. This capability is especially critical as SMEs continue to adopt remote and hybrid work models.

ROC and COPRAS Algorithms in a Decision Support System for Employee Career Assessment

PT. Union Confectionery, a long-established company in the confectionery production industry, had encountered significant challenges in managing employee career progression, including transfers, demotions, and promotions. The primary issue faced was the difficulty in conducting objective employee performance assessments and determining the appropriate criteria for career development. These assessments involved various complex factors such as work experience, discipline, education level, age, job performance, attendance, teamwork, and work ethics. To address these challenges, this study proposed the implementation of a web-based Decision Support System (DSS) utilizing the Rank Order Centroid (ROC) method for criteria weighting and the Complex Proportional Assessment (COPRAS) method for ranking decisions. The implementation of this system was expected to assist the management of PT. Union Confectionery in making more accurate and transparent decisions, while also improving employee satisfaction and operational efficiency. This research also compared previous studies that used similar methods for performance assessment, albeit with a narrower focus, specifically at the supervisory level. The findings from this study were anticipated to provide a comprehensive and innovative solution for employee career management across all levels of PT. Union Confectionery’s organization, as well as contribute to the development of more effective human resource management practices.