Human Resource Management Research Articles

Impact of Human Resources Management Activities on Staff Development and Performance at Nigeria National Information Technology Development Agency (NITDA)

Impact of Human Resources Management Activities on Staff Development and Performance at Nigeria National Information Technology Development Agency (NITDA)

The Mediating Role of Strategic Adaptability on the Relationship between Human Resource Management Strategies and Innovation

The Mediating Role of Strategic Adaptability on the Relationship between Human Resource Management Strategies and Innovation

Arup Group Limited: putting trust in the trust

Research methodology The data set used to write this case was collected from 83 public sources, including company communications, company journals and reports and the company website, along with newspaper articles, industry reports, scientific articles and case studies. The data set was used to analyse both the industry and firm in which Arup operated to draw conclusions about the firm’s strategy and competitive advantage, specifically, as it relates to trust and knowledge management. Case overview/synopsis Alan Belfield, an employee of Arup Group Limited for 29 years, and the company’s chairman since 2019, had witnessed significant growth since he first joined the firm. Operating globally, Arup had a proud past; since 1946, the company had served 6,931 clients across 143 countries, leading to its important contribution to many world-renowned landmarks within the built environment. From 2018 to 2020, revenue at the global multiservice engineering company had grown almost £250m [1] to £1.809bn. Over the past few years and as 2021 came to an end, the global engineering services industry had experienced a flood of mergers and acquisitions, as the industry grew towards maturity and clients looked for full-service solutions. Arup’s strategy had proven successful in the past, evidenced by its capacity to grow revenues and partake in the design of well-known structures and buildings. However, with the trend towards consolidation, as Arup headed into 2022, how could the firm retain its position as one of the global leaders in the industry over time? Complexity academic level The case can be used in business courses on global strategic management at the bachelor and master levels, as it applies key strategic management concepts within a global context. The case focuses primarily on the transnational corporation (Bartlett and Ghoshal, 2002) and how it creates value through strategy and structure. Instructors who wish to integrate the human resource management aspect into the course are provided with optional material, including an additional reading, along with an assignment question and associated analysis and teaching guidance.

All gain and no pain? Impacts of different green human resource management practices on employee green behavior: Evidence from Chinese electric vehicle sector

Despite much research focusing on green human resource management, there is still a lack of comprehension regarding when and how different green human resource management practices influence employee green behavior. This research aims to construct and verify a research model in which different green human resource management practices influence employee green behavior through mediated pathways of perceived organizational green support and by interactive impact of employee green value. Structural equation modeling and importance-performance map analysis were performed based on survey data collected from 333 employees working in Chinese electric vehicle companies. The results revealed that most investigated practices are positively related to employee green behavior, and most of these relationships are mediated by perceived organizational green support and moderated by employee green value. However, green reward management negatively influences employee green behavior, and perceived green support does not mediate this relationship. Meanwhile, employee green value weakens green reward management’s negative impact on employee green behavior, while it does not moderate relationships between green training and development, nor green performance management and green behavior. Additionally, findings indicate that green training and development exhibits the highest performance while green involvement and engagement has the greatest total effect on employee green behavior. This study is the first to compare the effectiveness and performance of different green human resource management practices using data from the Chinese electric vehicle industry, providing insights for industrial environmental management and contributing to the growing body of literature.

Components of the hr management process of a medical organization

Successful development of any sphere of human activity is unthinkable in modern society without management. The implementation of management goals and objectives is carried out through personnel policy, which is a strategic line of behavior in working with personnel. In the healthcare system, an important role is assigned to the mid-level medical worker, therefore, personnel development management is recognized throughout the world as a priorit y task of management in the field of nursing. Target. To study and analyze the process of professional selection, training and management of nursing personnel. Results. The aspects of selection of nursing personnel were studied, the level of quality of knowledge obtained by nursing personnel and the degree of their application in practical activities were determined, the features of the organizational activities of nursing service managers were identified. Conclusion. Trained medical personnel should take a place in accordance with the needs of national health care and taking into account the personal interests and needs of the medical workers themselves. This can be achieved with the appropriate organization of the personnel management process, when specialists will find adequate use for their qualifications in the system.

Development of the rough Defining Interrelationships Between Ranked criteria II method and its application in the MCDM model

Although numerous methods of multi-criteria decision-making have been developed so far, there are still those that have not been improved by different theories that deal well with uncertainties and inaccuracies that are a normal occurrence in everyday life. The goal of this research is the development of the Rough Defining Interrelationships Between Ranked Criteria II (Rough DIBR II) method and the presentation of its application in the multi-criteria decision-making (MCDM) problem, specifically in human resource management (HRM). The paper presents the subject-developed method and its practical application in the MCDM model with the Rough Additive Ratio Assessment (Rough ARAS) method. In order to check the consistency and validity of the proposed methodology, a sensitivity analysis and a comparative analysis were performed. The conclusions of this research indicate a stable and valid proposed methodology, as well as the possible application of the Rough DIBR II method for defining weighting coefficients of criteria in real-life decision-making problems.

Pengaruh Budaya Organisasi dan Disiplin Kerja Terhadap Kinerja Karyawan Pada PT Duta Raja Gas Depok

Human resource management is the development of human resources that functions in carrying out human resource planning, implementation, recruitment, training, employee career development and conducting initiatives for the organizational development of an organization or company. The purpose of this study was to determine the organizational culture and work discipline affect employee performance. In this study, researchers used statistical quantitative analysis, multiple linear regression analysis and coefficient of determination analysis with the help of IBM SPSS 25 software. The sample used in this study was a saturated sample of 40 employees. The results of this study obtained using the t test that organizational culture partially has a positive and significant effect on employee performance with a significant level of 0.002 <0.05 and t test results of 3.316> 2.022. Work discipline partially has a positive and significant effect on employee performance with a significant level of 0.001 <0.05 and t test results of 3.491> 2.022. Organizational culture and work discipline simultaneously have a positive and significant effect with a significant level of 0.000 <0.05 and F test results of 17,066> 3.25 on employee performance.

STRATEGIC MANAGEMENT IN IMPROVING EDUCATION QUALITY

One of the most effective methods of enhancing the quality of education is the strategic management approach.Management strategy refers to a technique of organising and managing the affairs of the organisation over a period of time. Within education, strategic management assists the organisations to understand themselves, their internal strengths and weaknesses, their external opportunities and threats as well. Such knowledge and understanding helps educational organisations develop better, effective solutions that aim at optimal learning and human resource development and management of the educational structure. The use of strategic management in educational institutions also brings about ongoing creativity, flexibility to change as well as effective usage of resources. Therefore, adoption of such approaches enables the institutions to continually improve the standard of education which in turn results in better student performance, greater stakeholder return on investment and higher competition of the institution in the market. It is therefore clear that strategic management is quite important in dealing with the problems especially in the present education landscape that is progressively becoming complicated as advanced by these institutions of learning

Exploring workplace well-being strategies in Iranian public organizations: a mixed methods study

PurposeTo ensure effective national governance, it is essential to enhance employees' well-being in the workplace. Employees with good mental and physical health are more likely to demonstrate a high level of commitment and engagement in advancing public policy objectives, which serve as instruments of public will. A comprehensive understanding of the various effective strategies to improve workplace well-being is indispensable to formulating human resource management policies within the public sector. Therefore, this study aims to uncover and prioritize the key strategies, programs and actions that contribute to enhancing the workplace well-being of public employees in Iran, drawing from their perspectives and experiences.Design/methodology/approachWe conducted a mixed-method study incorporating both qualitative and quantitative phases to recognize and measure these strategies. In the first phase, a qualitative content analysis was carried out based on the perspectives of Iranian public sector employees. In the subsequent phase, a questionnaire derived from the qualitative findings was randomly distributed to 374 employees from 14 public organizations. FindingsWorkplace well-being strategies can be summarized according to the level of their importance as follows: employees' well-being through “inter-personal relationship,” “systems,” “technologies,” “structure,” “culture” and “environment” within the organization. These strategies as six themes divided into 13 categories and 60 subcategories of programs and actions to promote employee well-being in the work setting.Originality/valueThe importance of considering employees' perspectives on workplace well-being is highlighted as a crucial aspect, rather than depending exclusively on managerial viewpoints for the implementation of well-being initiatives. Adopting an integrated and holistic approach to workplace well-being through strategies, programs and actions is another significant contribution of this study.

Fathers use of extended parental leave: exploring company barriers in Sweden

ABSTRACT In Sweden, men's parental leave rights are considered important for realizing gender equality. Men have the same compensated leave rights as women: three months each of nontransferable and transferable leave. Nevertheless, less than 20% of couples share leave equally (each taking 40% or more of all leave days). Understanding the circumstances under which fathers take leave beyond nontransferable months is important if equality is to be realized, yet few studies investigate this. Our survey of human resource directors in Sweden's top companies revealed extended leave use was not normative for fathers’ and especially male top managers and aspects of the gendered culture and structure of work organizations were associated with less extended leave use. Company awareness of parental leaves benefits for the company was significantly and independently related to fathers’ and top male managers extended leave use. . Positive workplace attitudes and less job specialization increased fathers’ extended leave use. Companies’ setting fewer conditions encouraged more top male managers to take extended leave, as did a policy of managerial training to facilitate fathers’ leaves. Greater understanding of company barriers to fathers’ extended parental leave use may encourage companies to remove those barriers which canincrease fathers’ use of extended parental leave.

Leveraging Technological Research Methodologies to Improve Employee Performance in Organizations

The effective management of human resources in organizations is imperative for attaining optimum performance and eventual profitability. The increasingly competitive marketplace has compelled organizations to work towards attaining operational excellence, which heavily relies on the performance of its human resources. The adoption of cutting-edge research techniques has emerged as a pivotal strategy as organizations endeavour to achieve operational excellence. However, human resource managers have had to grapple with various challenges associated with the management of employee data generated and managed through digital platforms and tools, including issues such as data safety and security. This paper explores the intersection between tech-enhanced, advanced research methodologies and employee performance that is geared toward sustainable economic growth at the organizational level. Notably, the paper examines big data analytics as a tech-enhanced research tool leveraged by organizations in a bid to understand their human resource and the best way they can be managed to ensure high performance, which translates into high productivity and competitiveness in their respective sector or industries. In particular, this paper conducts a comprehensive review of recent extant literature regarding the adoption of big data analytics, which has revolutionized how organizations collect and analyze vast amounts of data, thereby enhancing their decision-making process. The reviewed literature focused on human resource aspects such as recruitment and selection; employee development; employee performance management and compensation structures. The review revealed that big data has emerged as a critical tool for managing large volumes of data that are acquired via numerous digital tools as organizations grapple with the integration of technology into their human resource practices. The technologies have helped human resource managers with these structured and unstructured data, they gain insight that in turn, guides their decision-making processes and improves the overall operational efficiency. The review outlines the transformative potential of integrating big data tools with human resource management and recommends that organizations should invest in these tools to enhance their recruitment and selection, employee development, performance measurement and upgrade their compensation structure.

Exploration into the Impact of Digital Transformation on the Human Resource Management Process in the Public Sector

With the rapid advancement of science and technology, digital transformation has emerged as a significant force driving change across all industries globally. In the public sector, human resource management—one of its core functions—is undergoing unprecedented changes due to this digital wave. This paper aims to thoroughly explore the comprehensive impact of digital transformation on the human resource management processes within the public sector, to identify the challenges posed by this transformation through careful analysis, and to offer valuable insights and references for the future direction of human resource management in this domain.

Women Fighting the Crisis: Antecedents of Women's Leadership Performance in Facing the Covid-19 Pandemic

Objectives: This study explores the key factors influencing women’s leadership performance in crisis situations, particularly during the COVID-19 pandemic. It aims to identify the most dominant factors affecting women's leadership in regional governments in North Sulawesi, Indonesia. Theoretical Framework: The research builds on theories of leadership and gender, incorporating concepts from human resource management and performance analysis. Women's leadership is viewed through the lens of gendered leadership styles, organizational behavior, and crisis management. Method: A mixed-method approach was used, combining quantitative and qualitative methods. Quantitative data was collected through surveys distributed to 147 women in leadership positions across three regional governments, followed by qualitative interviews with key informants. Data was analyzed using Confirmatory Factor Analysis (CFA) to identify dominant leadership factors. Results and Discussion: The findings revealed 12 key factors influencing women's leadership performance, including motivation, organizational infrastructure, work atmosphere, problem-solving abilities, and interpersonal relationships. The study highlights the importance of collaborative leadership, communication, and fairness in performance evaluations. Women leaders were found to emphasize nurturing and interpersonal relationships more than male leaders, reflecting gender-based leadership styles. Research Implications: The study contributes to understanding gender-specific leadership during crises, emphasizing the need for supportive organizational structures and inclusive policies. The findings also suggest that women's leadership, with its focus on collaboration and care, plays a significant role in effectively managing crises. Originality/Value: This research provides a novel contribution by focusing on women leaders in sub-national units during a global crisis, highlighting the distinct leadership strategies employed by women. It adds value by identifying factors that enhance women's leadership performance in crisis management, which has been underexplored in previous research.

Preparing digital advancements in Pasteur Subdistrict cooperatives

The digital economy presents significant opportunities for cooperatives to improve their governance and achieve Sustainable Development Goal (SDG-s) 8, which promotes decent work and inclusive economic growth. As business entities based on economic democracy, cooperatives have the potential to drive the digital economy and enhance the well-being of their members. However, cooperatives in Pasteur, West Java, face various governance challenges, including inadequate bookkeeping, member arrears on savings and loans, and low digital literacy. These hinder the performance and development of the cooperatives. A series of training programs on cooperative governance and human resource management were designed to address these challenges. The program also aimed to improve the digital literacy of cooperative leaders and members and assist them in managing financial and operational aspects more transparently, accountably, and efficiently. The training program proved effective in enhancing the knowledge and skills of cooperative leaders and members in utilizing digital applications for good governance. This led to positive outcomes such as improved bookkeeping, increased savings and loan repayment rates, and more participative and transparent decision-making.

Development of a regression model for effective labour management of an IT project

The object of the study is human resource management in IT projects, where the diversity of cultural characteristics and communication practices can affect the efficiency of task performance. The main problem addressed in this study is to identify the key factors that affect the effectiveness of human resource management in IT projects and to identify problem areas that need to be adjusted to improve the productivity and quality of teamwork. The study findings showed that the effectiveness of human resource management in IT projects largely depends on four main aggregate indicators: communication and interaction, cultural factors, leadership and management, and technical and professional skills. In particular, the model found that improved communication and interaction, as well as leadership and management, have the greatest positive impact on overall performance. Instead, cultural differences can create barriers that negatively affect teamwork performance. The findings are explained by the fact that effective communication and interaction are fundamental to coordinating teamwork, ensuring clarity of tasks, and timely information exchange. Leadership and management determine team motivation, conflict resolution strategies, and the overall direction of activities. The negative impact of cultural factors is explained by language barriers, differences in work approaches, and other cultural characteristics that can make it difficult to understand and cooperate. These findings can be used in practice in IT projects where multicultural teams work. They provide valuable guidance for leaders and managers on which aspects of management to focus on to improve team effectiveness. In particular, effective communication practices should be implemented, leadership skills and strategic planning should be developed, and cultural sensitivity should be taken into account, as well as training and development of technical and professional skills of team members. This will help overcome cultural barriers, improve collaboration, and increase the overall productivity of IT projects.

Exploring the careers of women with disabilities: a systematic review and implications for human resource management

PurposeAlthough many organisations and governments internationally acknowledge that a diverse workforce is essential for improved decision-making, employee well-being and organisational performance and competitiveness, women with disabilities and their (potential) participation and contributions within organisations continue to be overlooked and under-researched. Examining the careers of women with disabilities through the lens of human resource management (HRM) allows for the development of policies and practices that support their inclusion and progression in the workforce and helps lay the foundation for legislative, institutional and organisational changes that address the unique challenges faced by this cohort.Design/methodology/approachWe conducted a comprehensive, systematic scoping review that analyses various career-related aspects for women with disabilities across different cultural and geographical contexts internationally. A two-stage review (Stage 1 – Title and abstract screening and Stage 2 – Full-text review) of the extant literature on the careers of women with disabilities yielded 80 relevant empirical articles.FindingsOur review identified four key career-related themes pertaining to women with disabilities: (1) Educational interventions and support for positive career outcomes of women with disabilities; (2) Workplace discrimination and workplace accessibility of women with disabilities; (3) Factors influencing the career development and advancement of women with disabilities and (4) The role of gender in the career exploration and decision-making processes of women with disabilities.Originality/valueThis systematic scoping review contributes to the nascent scholarly discourse on enhancing career-related outcomes of women with disabilities and offers evidence-based insights to guide future HRM research on the intersection of gender and disability/ies in careers.

Cyborging HRM theory: from evolution to revolution – the challenges and trajectories of AI for the future role of HRM

PurposeHuman Resource Management (HRM) is a critical organizational function, which has continued to evolve. We aim to explore how different HRM will be in the workplace of the future and why, from both strategic and practical perspectives. We present and discuss core HRM practices, such as recruitment, selection and training, as well as peripheral activities, such as monitoring health and safety, and diversity management, reflecting on how they may transform in the workplace of the future.Design/methodology/approachThis is a conceptual thought piece, building on the Substitution, Augmentation, Modification and Redefinition (SAMR) model, to offer a futuristic view of HRM in the era of AI.FindingsDiscussing the contemporary challenges of Artificial Intelligence, which we predict will lead to what we term Cyborging HRM.Practical implicationsThis study can help HR managers and practitioners to be prepared for AI-embedded HRM systems in the future. For academics, it offers an innovative framework to establish future writing on HRM in the AI era.Originality/valueAI is pushing HRM and the profession will have to undergo a revolutionary rather than evolutionary transformation in order to remain a necessary and valuable function for organizations. Our elaboration of the SAMR model and suggested implications for the future transformation of HRM should be worthwhile to organizations, management and the wider society.

When work–life balance fails to boost organizational citizenship behaviors: the moderating role of leader–member exchange

PurposeSupporting employees’ work–life balance (WLB) has been a standard human resource management practice, thus the concern is now shifted toward its outcomes. The present study predicts that while WLB can boost organizational citizenship behaviors (OCBs), this positive effect may depend on the quality of leader–member exchange (LMX) relationships. The study seeks evidence to clarify how the WLB–OCBs relationship can be moderated by the LMX quality.Design/methodology/approachA sample of 216 frontline employees in New Zealand was used to test two moderation models using SPSS, AMOS and PROCESS macro.FindingsWLB was found to have substantial effects on OCBs-individual (OCBs-I) and OCBs-organization (OCBs-O) if the quality of LMX was high. Under low LMX quality, however, WLB failed to boost OCBs-I and OCBs-O. Thus, the influence of WLB on OCBs seems to be conditional on the leader–subordinate relationship as a boundary factor.Practical implicationsSupporting low-LMX-quality employees to balance their work–life roles seems insufficient to push OCBs. Managers and organizations need to improve the quality of leader–subordinate relationships to unblock the desired effects of WLB toward OCBs, and, ultimately, organizational effectiveness and performance.Originality/valueThe findings extend the research stream around the boundary impact of LMX relationships on the employees’ WLB – OCBs link in which the OCBs construct was especially examined in terms of OCBs-I and OCBs-O.

Educational Institution Administration using the Principles of Good Governance by Educational Institution Administrators under the Jurisdiction of the Udon Thani Primary Educational Service Area Office 3

Background and Aims: Successful human resource management. It is critical to rely on good management principles. Both the public and private sectors can use it for administration purposes. Good governance is a principle that is widely applied in modern administration. The objectives of this research are to 1) study educational institution administration using Dhamma principles; and governance of educational institution administrators. Udon Thani Primary Educational Service Area Office 3. 2) Compare educational institution administration based on good governance principles for administrators. The Udon Thani Primary Educational Service Area Office 3 is responsible for classifying educational levels. Work experience and size of the educational institution. 3) Research guidelines for developing educational institution administration based on the principles of good governance for educational institution administrators. Udon Thani Primary Educational Service Area Office 3. Methodology: This study used a sample of 341 school administrators and teachers. The sample size was determined using Krejci and Morgan's table and randomly assigned to groups. The research tool was a 5-point rating scale questionnaire. The consistency index ranged between 0.80 and 1.00, and the overall reliability of the questionnaire was 0.87. Statistics used for data analysis include frequency, percentage, mean, standard deviation, T-value, and F-value tests. Results: The study's findings revealed that: (1) Educational institution administrators apply good governance principles. Under the jurisdiction of the Udon Thani Primary Educational Service Area Office 3, the overall level is high. (2) Comparing opinions on school administration among administrators based on good governance principles. Udon Thani Primary Educational Service Area Office Area 3 is responsible for categorizing students by educational level. Work experience and the size of educational institutions It was discovered that the overall and individual aspects were not different. (3) Guidelines for promoting educational institution administration using good governance principles by educational institution administrators under the jurisdiction of the Udon Thani Primary Educational Service Area Office, Area 3, which consists of six areas: 1) The rule of law requires administrators to follow the principles of correctness. This means that the problem is being considered and diagnosed. Making decisions and issuing orders in accordance with national law and civil servant rules, regulations, and discipline, as well as teacher ethics. 2) The principle of morality requires executives to follow the principle of appropriateness, which means knowing how to think, speak, conduct business, and perform work in the appropriate time, person, society, and situation. 3) The principle of transparency. Executives must adhere to the principle of innocence, which requires a diagnosis. Order that work be completed with honesty, that is, with intention and pure, transparent thoughts. Use information systems that can be verified at any time. 4) The principle of participation requires administrators to allow those with a stake in the provision of education, such as teachers, students, parents, and members of the community, to participate in educational projects and activities held throughout the academic year in the form of committees. 5) The principle of responsibility requires executives to take responsibility for their duties and results in relation to the goals they have set. That responsibility should be on a level that meets public expectations. 6) The principle of value for money applies to the management and utilization of available resources. Limited to provide the greatest benefit to the public. By encouraging Thai people to be frugal and make good use of their resources. Create high-quality products and services capable of competing on a global scale while also ensuring the sustainability of natural resources. Conclusion: The study found that educational institution administration under Udon Thani Primary Educational Service Area Office 3 adheres to good governance principles. Furthermore, there are no significant differences in attitudes toward governance-based school administration across educational levels, work experiences, or school sizes. The promotion of good governance in these institutions emphasizes six key principles: rule of law, morality, transparency, participation, responsibility, and value for money, all of which aim to improve educational effectiveness and accountability.

Motivating Filipino Generation Z employees at work: enablers and outcomes

PurposeThis research focused on exploring factors that engender the work motivation of Gen Z employees and determined whether these factors affected their job satisfaction, engagement and affective commitment to their organizations.Design/methodology/approachThe study employed a sequential mixed-methods approach, starting with 40 qualitative interviews to determine the work motivation factors of Gen Z employees. Findings of the qualitative study were then validated through an online survey that gathered data from 132 Gen Z employees. The quantitative study tested a model that relates factors that contribute to the motivation of Gen Z and positive employee outcomes – affective commitment, job satisfaction and work engagement.FindingsSeveral factors were found as contributors to the work motivation of Gen Z employees: learning and development, family, impact on others and society, passion and enjoyment, financial security, ability to provide for oneself, personal achievement and self-rewards. The result of the structural equation modeling showed that the presence of motivating factors at work is a significant predictor of the outcome variables. Moreover, affective commitment was also found to partially mediate the relationship between the motivating factors and outcome variables – job satisfaction and work engagement.Originality/valueThis study addresses the dearth of empirical studies on factors that motivate Gen Z employees (the youngest employee cohort that recently joined the workforce) and how these contribute to positive work outcomes. Findings may help organizations curate their human resources management programs to attract, engage and motivate their Gen Z employees.