HR Professionals Research Articles

Moving People Analytics From Insight to Impact

In this paper we take stock of the current state of People Analytics and identify ways to increase business impact. We suggest a fourth wave of people analytics, which focuses on impact in MY company, not compared to someone else (benchmarking, reporting), not just mimicking someone else (best practice), and not being enamored with the research methodologies (predictive analytics). This pivots people analytics towards answering questions of value to your key stakeholders (employees, senior management and boards inside and investors, customers and communities outside the organization) instead of questions mostly relevant to HR professionals or regulators. We outline a guidance framework for how people analytics can help shape practical solutions for your company to outperform in areas relevant for you. We argue a focus on guidance will amplify the business impact of people analytics, making it more relevant for management actions.

Examining the Influence of HR Analytics on the Performance of IT Companies

This study delves into the intricate relationship between Human Resource Management (HRM) practices and their impact on company performance, specifically focusing on the IT-ITES industry in the Hyderabad region. The study aims to identify prevalent HRM practices, both commonly and less commonly adopted, within this sector, emphasizing their strategic significance. HRM encompasses a wide range of practices such as recruitment, training, performance assessment, and employee engagement, all crucial for organizational success. While numerous studies have explored the connection between HRM practices and performance, this research aims to bridge the gap in understanding the direct and indirect links between them, focusing on the unique challenges of the IT industry. The study employs a mixed-method approach, combining qualitative interviews with HR professionals and quantitative surveys of IT firms in India. Qualitative analysis revealed themes including data-driven practices, artificial intelligence integration, statistical evaluations, and work culture shaping. These HR practices were found to impact organizational factors such as cost reduction, enhanced employee performance, and retention. Hypotheses are formulated to assess the correlation between HR practices and their successful implementation in the IT industry. The study contributes to the understanding of HRM-performance relationships, providing insights for future practice implementation and offering a comprehensive perspective on HR practices in the Indian IT sector.

Best Practices for Human Resource Leaders Struggling to Manage the ‘’Japa Syndrome’’ in Nigerian Organisations

In recent times, HR professionals have tried to identify the best employee strategy. This is because of the mass resignation witnessed globally, or the ‘Japa’ Syndrome, notably in Nigeria which has led to high staff attrition rate especially among tech talent to overseas locations. As a result, HR professionals have been inundated with constant hiring, re-hiring and identifying best practices to retain talent to avoid operational gaps and achieve the bottom-line.

Eristic Legitimation of Controversial Managerial Decisions

AbstractThis paper investigates the eristic legitimation of managerial decisions – managerial interactions to win without reasoned persuasion of the counterparty – in the context of career‐advancement disputes. This mode of legitimation can be ethically questionable, particularly when powerful managers have the licence for it, while less powerful subordinates may have ‘no other choice’ than reasoned persuasion to address their concerns. The present study involves two sets of interviews to explore eristic legitimations and associated moral and political processes. The first involves former employees who had career advancement disputes with their former managers, and the second, HR professionals with expertise in dealing with employee complaints. Our analysis suggests that managing unfairness concerns can be destructive when managerial authorities argue eristically by exploiting ambiguities around performance, tasks, goals and moral principles. The novelty of this study is that it explores how ambiguities shape managerial handling of employees’ justice concerns and how eristic legitimations during ethical decision‐making can have deleterious consequences for organizations and individual careers. While this study contributes to research on the rhetorical strategies of managers, it has important implications for interactional justice and ethical decision‐making research.

Analisis Data Human Resources Untuk Pengambilan Keputusan: Penggunaan Analisis Data Dan Artificial Intelligence (AI) Dalam Meramalkan Tren Sumber Daya Manusia, Pengelolaan Talenta, Dan Rentensi Karyawan

Purpose-The main orientation of this article is to recognize the pattern of digitalization's impact on the current development of Artificial Intelligence (AI) and human resource management and how it affects the skills needed by HR professionals for decision-making through talent management and employee retention to ensure employee capabilities by aligning work at the right time based on the company's business priority goals. Methodology-This study uses a qualitative methodology that uses descriptive research. This research focuses on decisions made by leaders to improve the quality of human resources and seeks to identify areas of knowledge that have not been explored in research. Findings-Research results show that the company's strategy of using Artificial Intelligence (AI) provides many benefits, such as improving operational efficiency, developing innovative products or services, and making better business decisions based on better forecasting and analysis. Practical Implications-Through the implications of HR data analysis as decision-making in forecasting human resource trends using AI, talent management, and employee retention. This is applied to the recruitment and selection process that provides benefits such as rewards to employees who can achieve targets. Therefore, a supportive work culture by honing the talents and potential of employees to create maximum and efficient performance can have a good impact on the company.

Catalyzing Organizational Development and Enhancing Employee Satisfaction: The Transformative Influence of Artificial Intelligence Software

Human resource management (HRM) encompasses many critical tasks, beginning with the daunting responsibility of reviewing and selecting candidates from various resumes, sometimes numbering in the hundreds or even thousands. This initial screening and selection process, followed by the meticulous undertaking of interviews to identify the most suitable candidates, constitutes a pivotal phase in HRM. Furthermore, HR professionals must diligently manage various employee-related obligations, including onboarding, training, and continuous development. Recently, HR departments have been grappling with a burgeoning influx of inquiries about benefits, insurance, and vacation days. This relentless barrage of administrative tasks has prompted a significant shift towards integrating artificial intelligence (AI) solutions, thus aiding HR professionals in their daily undertakings. The integration of AI systems now permeates nearly every facet of HRM, offering efficiencies and time-saving advantages. AI's footprint is particularly discernible in recruitment, candidate selection, and onboarding. It is a highly effective means of addressing frequently asked questions and automating repetitive tasks that traditionally consumed substantial amounts of HR personnel's time. This transformative technology adoption has enabled HR departments to redirect their newfound time towards more value-driven endeavors, focusing on employee engagement and productivity enhancement. The central objective of this research is to comprehensively investigate the role of artificial intelligence in contemporary human resources practices. It aims to elucidate the manifold benefits AI brings to the field and the extent to which organizations have embraced it as an integral part of their daily operations. International Journal of Scientific Research in Engineering and Management (IJSREM) Volume: 07 Issue: 10 | October - 2023 SJIF Rating: 8.176 ISSN: 2582-3930 © 2023, IJSREM | www.ijsrem.com DOI: 10.55041/IJSREM26222 | Page 2 In addition, this study also seeks to gauge the awareness and utilization of AI applications among HR professionals and the workforce in general. A meticulously designed questionnaire has been crafted for this purpose, and responses have been meticulously collected from individuals representing diverse organizations. Key words Artificial intelligence, Human Resources Management, HR Tasks, Employee Engagement, Job satisfaction.

A Critical Review of Contemporary Trends and Challenges in Human Resource Management

Human Resource Management (HRM) has evolved from an administrative role to a strategic partner in business goals. Cultural, technological, and economic shifts have driven this trend. This academic paper examines current HRM trends and challenges to emphasize their relevance.HR analytics and AI have transformed human resource management (HRM) by enabling evidence-based decision-making, improving recruitment, and increasing employee engagement. This shift allows Human Resource Management (HRM) to align human efforts with corporate objectives, moving from an administrative role to a strategic partner in organizational decision-making. Globalization requires Human Resource Management to manage diverse and cross-cultural workforces. Current talent acquisition, communication facilitation, and dispute resolution need cultural awareness, emphasizing the importance of global capabilities for HR professionals. The COVID-19 pandemic has accelerated remote work, requiring HRM practices to adjust quickly. HR experts have adjusted recruitment, onboarding, virtual team collaboration, and mental health aid. These adjustments demonstrate the relevance of HRM in crisis management, corporate resilience, and employee well-being. Diversity, Equity, and Inclusion (DEI) have become increasingly significant, with HRM promoting diversity and inclusivity. Human Resource Management (HRM) promotes justice and inclusion across the employee lifecycle, from recruitment through career advancement. In conclusion, HRM's dynamic interaction with technology, globalization, remote work, and DEI efforts shows its strategic importance in managing complexity and seizing opportunities. Organizations must adapt their HRM methods to modern trends to ensure long-term profitability in a rapidly changing global economy. Keywords: Human Resource Management (HRM), Technology Integration, Globalization Impact, Remote Work, Diversity, Equity, and Inclusion (DEI), Organizational Resilience

Crafting Effective HRM Strategies for Enhancing Organizational Performance and Employee Engagement

Purpose: This study examines the effectiveness of Human Resource Management (HRM) strategies in enhancing organizational performance and employee engagement, addressing gaps in HRM customization for specific organizational needs. Research Design and Methodology: Utilizing a qualitative approach, the research involves semi-structured interviews and document analysis to collect data from a purposive sample of HR professionals, managers, and employees. This exploratory and interpretive study aims to deeply understand the impacts of tailored HRM practices. Findings and Discussion: Key findings reveal the importance of high-performance work practices and strategic HR alignment in boosting organizational performance. The study also highlights the critical roles of organizational culture and leadership styles in enhancing employee engagement and effective HRM strategy implementation. Internal communication quality within organizations significantly affects HRM outcomes. Implications: The study suggests aligning HRM strategies with business goals and enhancing workplace environments to foster employee engagement. These findings contribute to HRM theoretical frameworks and offer practical insights for HR professionals in designing effective, context-specific strategies. Future research should explore these relationships in diverse organizational contexts to optimize HRM practices further.

Role of inclusive leadership in employees' OCB in hospitality industry: a social cognitive perspective

PurposeThe success of an organisation is very much determined by the organisational citizenship behaviour of its employees, and the leader plays a substantial role in strengthening this positive behaviour as it helps in disseminating the best practises amongst its stakeholders. The aim of this study is to examine if psychological ownership mediates the association between inclusive leadership and organisational citizenship behaviour. Additionally, it is examined whether leader–follower value congruence has a moderating role in the influence of inclusive leadership on the psychological ownership of the employees.Design/methodology/approachData from 292 employees working in Indian hotels were collected utilising supervisor–supervisee dyadic design. The study utilised partial least squares (PLS-SEM) to test the hypothesised associations.FindingsThe outcomes of the study found that psychological ownership acts as a complementary mediator between inclusive leadership and organisational citizenship behaviour and the moderating impact of leader–follower value congruence strengthens the association concerning inclusive leadership and psychological ownership. The study’s findings indicate that leader–follower value congruence is of utmost importance in strengthening follower's constructive behaviour.Practical implicationsThe study offers relevant inputs and measures for HR professionals in the Indian hospitality industry to acknowledge, strengthen and reward inclusive leadership, along with ways of promoting leader–follower value congruence that have significant positive outcomes in terms of the improvement in the sense of ownership and citizenship behaviour amongst the employees.Originality/valueIn the post-pandemic scenario, the hospitality industry has picked up the pace of growth, leading to an increased requirement for talented resources in the industry. Keeping this background in mind, the top management must keep an eye on their inclusive leaders, as they are the pillars in creating a culture of ownership and positive behaviours in the organisation.

The best company cultures are “people first”

PurposeThis paper aims to prove that putting people first is a key tenet to successfully engaging with your employees and building a strong company culture. Recognizing the importance of this approach is paramount for HR professionals and company leaders.Design/methodology/approachWith a people-first approach, employees are placed at the forefront of all business decisions. Intradiem has abided by a people-first philosophy for years, and the company has seen incredible payoff in employee engagement and business success.FindingsIn a business world increasingly characterized by technology and automation, the human element remains as vital as ever. This is especially true in customer service, which is, at its core, a quintessentially “human” exchange.Originality/valueAppreciation for the value of prioritizing employees is not new, of course. The responsibility of people leaders is to ensure that the people they recruit, hire and train will feel secure, apprecited and valued. Because when they don’t, their performance suffers. That will be reflected in customer satisfaction and, ultimately, business performance.

Designing human resource management systems in the age of AI

The increasing adoption of artificial intelligence (AI) is reshaping the practices of human resource management (HRM). We propose a typology of HR–AI collaboration systems across the dimensions of task characteristics (routine vs. non-routine; low vs. high cognitive complexity) and social acceptability of such systems among organizational members. We discuss how organizations should design HR–AI collaboration systems in light of issues of AI explainability, high stakes contexts, and threat to employees’ professional identities. We point out important design considerations that may affect employees' perceptions of organizational fairness and emphasize HR professionals' role in the design process. We conclude by discussing how our Point of View article contributes to literatures on organization design and human–AI collaboration and suggesting potential avenues for future research.

Variable Pay Transparency in Organizations: When are Organizations More Likely to Open Up About Pay?

Due to external pressures organizations are confronted with the need to increase pay transparency and communication. However, there is limited research that has looked at when organizations are more likely to open up about pay. This study explores whether organizations report different levels of pay transparency depending on the characteristics of their variable pay systems. Using data from HR professionals at 400 organizations collected in a multi-country study, we investigated how proportion of variable pay, existence of group-level variable pay and use of objective and absolute performance criteria are associated with procedural variable pay transparency (i.e., transparency about how pay is determined), distributive variable pay transparency (i.e., transparency about actual pay levels) and variable pay communication restriction (i.e., discouraging employees from discussing pay among themselves). Overall, our results point to both external factors (i.e., country) and internal factors (i.e., variable pay system characteristics) that are associated with variable pay transparency.

Human Resource Development in the Higher Education Institutions: A Case study

This article presents an in-depth case study exploring the dynamics of Human Resource Development (HRD) practices in Higher Education Institutions (HEIs). As the landscape of higher education undergoes rapid transformations, the importance of nurturing a skilled and adaptable workforce within academic institutions becomes increasingly vital. The study delves into the strategies, challenges, and outcomes of HRD initiatives undertaken by a prominent HEI, providing valuable insights into optimizing human capital development in academia. The research employs a mixed-methods approach, combining qualitative interviews with key stakeholders, such as faculty members, administrators, and HR personnel, alongside quantitative data from surveys and performance metrics. Through this comprehensive methodological design, the study analyzes the alignment of HRD policies with the institution's strategic objectives, identifying the factors that influence successful HRD implementation. Findings from the case study shed light on the significance of faculty development programs, talent retention strategies, and the role of leadership in fostering a culture of continuous learning and growth within the HEI. Additionally, the research uncovers the impact of HRD on faculty job satisfaction, professional development, and overall institutional performance. The case study reveals challenges encountered during the HRD process, such as financial constraints, resistance to change, and the need for ongoing evaluation and adaptation of HRD initiatives. Addressing these challenges is crucial for the successful implementation of HRD practices that ensure sustainable institutional success. This article contributes to the growing body of knowledge on HRD in the context of higher education. It offers practical implications for HEIs seeking to enhance their HRD frameworks, providing evidence-based guidance to academic leaders, policymakers, and HR professionals in their pursuit of fostering a skilled and engaged workforce in higher education institutions. Ultimately, the research advocates for a proactive approach to HRD, one that empowers faculty and staff to thrive in an ever-evolving educational landscape, benefiting both the institution and its stakeholders.

Disruptive charms of wearable technologies: Navigating digital distractions and work performance

This case study explores the intricacies of technology overuse in the workplace, exemplified by an employee, Reshma, who shows signs of excessive dependency on her smartwatch. Through her narrative, we delve into the potential implications of technology overreliance and its correlation with instant gratification theory and reward deficiency syndrome (RDS), a condition characterized by an insatiable need for dopamine-driven gratification. The study underscores the impact of these dynamics on productivity, the quality of work, and overall employee well-being. This case provides significant insights for HR professionals navigating the evolving landscape of digital dependency in the contemporary workplace and underlines the importance of fostering a balanced and productive work environment in the age of relentless digital connectivity.

O.2.3-10 Insights into the implementation of workplace health promotion interventions among education professionals using a participatory approach

Abstract Purpose The main purpose of this explorative study was to examine implementation strategies of workplace health promoting interventions for employees of a large education institution. The corresponding objectives were to identify facilitators and barriers for implementation, to define needs and wishes of employees regarding health promotion and to develop suitable interventions and implementation strategies. The health promoting interventions and strategies were gathered using an innovative participatory approach. Methods We used a collaborative participatory action research (PAR) approach among delegates of teachers, managers and HR professionals with three groups (5-6 delegates) representing three divisions of the organization. In four 3-hour co-creation sessions each group of delegates discussed health promoting intervention strategies including implementation facilitators and barriers, wishes and needs of their colleagues and implementation strategies. The sessions were facilitated and guided by researchers and data were collected in written anonymous reports. The researchers thematically analyzed the data and presented the collected data in a final session. In the final session, representatives of the three delegate groups shared the data and discussed common suitable health promoting intervention strategies. Results The co-creation sessions resulted in a variation of facilitators and barriers on multiple levels of implementation. We identified common facilitators at the individual (e.g. individualized approach), team (e.g. social inclusiveness) and organizational level (e.g. wide health promotion initiatives). Conversely, common barriers were identified at the individual (e.g. lack of time), team (e.g. lack of manager support) and organizational level (e.g. hampered digital accessibility). Main topics derived from the wishes and needs include a facilitating (healthy) work environment (e.g. healthy food choices) and social meeting options (e.g. group physical activities). These wishes and needs were accompanied with facilitating prerequisites (e.g. flexibility and autonomy). Lastly, the co-creation sessions provided suitable intervention avenues including an in-house health promotion center backed by an accessible digital environment (intranet). Conclusions This participatory approach provided tailored workplace health promoting interventions and offered implementation strategies targeting education professionals. These implementation strategies will be pilot-tested in phases across multiple divisions within the education institution. Support/Funding Source The study was internally funded by the Inholland University of Applied Sciences.

The Application of Human Resource Analytics as a Strategy to Elevate the Corporate Performance

Objective: This research aims to explore and highlight the growing importance of HR analytics in the corporate sector for data-driven decision-making and strategy execution. The primary objective is to present evidence of the increasing adoption and impact of HR analytics, both in academia and the actual corporate world. The study also intends to identify the requisite experience and competencies for HR analytics practices and to propose best practices and recommendations to enhance the effectiveness of HR analytics in organizations.
 Method: This research involves a comprehensive literature review, examining existing research and case studies on the utilization of HR analytics in the corporate sector. Various sources, including academic papers, industry reports, and real-world examples, were analyzed to gain insights into the current state and trends of HR analytics in practice.
 Results: The findings of the literature review demonstrate a significant surge in interest and implementation of HR analytics in the corporate world. The data-driven approach has shown considerable promise in aiding HR professionals in making informed decisions and aligning HR strategies with overall organizational goals. Evidence from both academic and practical sources supports the value of HR analytics as a crucial tool for optimizing HR processes and enhancing workforce productivity.
 Conclusion: Based on the research findings, it is evident that HR analytics has emerged as a pivotal component in the corporate sector, revolutionizing how HR professionals execute strategies and contribute to organizational success. The study substantiates the need for organizations to prioritize the development of HR analytics expertise and competencies among their HR teams. Moreover, the research highlights the importance of establishing best practices and guidelines for effective HR analytics implementation, ultimately leading to better talent management and organizational performance. As HR analytics continues to evolve, future research in this field should delve deeper into addressing competency requirements and refining the strategies for harnessing the full potential of HR analytics in the corporate landscape.

A STUDY ON EFFECT OF DISCIPLINARY ACTION TOWARDS LATE DUTY REPORTING WITH THE SPECIAL REFERENCE TO EMPLOYEE PERFORMANCE AT BPL LIMITED, DODDABALLAPUR

This study investigates the relationship between disciplinary actions related to late duty reporting and its impact on employee performance. Timely attendance and duty reporting are crucial aspects of workplace efficiency and productivity. However, instances of late duty reporting have been observed across various organizations, necessitating the need for effective disciplinary measures. This research focuses on understanding how different disciplinary actions, ranging from verbal warnings to written reprimands, suspension, and termination, influence employee behavior and overall performance. The study employs a mixed-methods approach, combining both quantitative and qualitative research methods. Quantitative data is gathered through surveys distributed among employees across different sectors, aiming to gauge the frequency of late duty reporting, the types of disciplinary actions imposed, and the subsequent impact on individual and team performance. The qualitative aspect involves in-depth interviews with managers, supervisors, and HR professionals to obtain insights into the rationale behind chosen disciplinary actions, organizational policies, and perceived outcomes.

How does the mediating role of the use of social media platforms foster the relationship between employer attractiveness and generation Z intentions to apply for a job?

The way Jobseekers apply for jobs has drastically changed due to the rise of digital technology. With the rise of social media Jobseekers nowadays typically utilize social networking sites or other online platforms to look for work and it has made it a vital part of the labor market, especially among the young generation. The aim of this research was to determine the mediating effect of Social Media Platforms on the relationship between Employer Attractiveness and Generation Z intentions to apply for a job. The researchers use a Judgmental sampling method among fresh graduates and final-year students of number of Private universities in Egypt. Structure Equation Modeling were then used to analyze the data. The finding of this research revealed that Social Media Platforms has a mediating effect on the relationship between Employer Attractiveness and Gen Z intentions to apply for a job. Moreover, when it comes to choosing an employer, the younger generations prioritize economic value, social value, Reputation and development-interest factors over the application-diversity, working environment aspects, and management and work life balance. Furthermore, this research revealed that, the significance of certain aspects of a job change depending on the participants' educational level and the study's program. The contribution of this research provides valuable insight into how employers are perceived by young job seekers. They can also be used to develop effective recruitment strategies and improve the communication between HR professionals and candidates.

Perceived Organizational Support as an Antecedent of Knowledge Sharing Behaviors: Achieving Sustainability of Change Management Efforts

Knowledge is the only way organizations gain sustainable competitive advantage in such a hyper-competitive era. Given its importance, the study examines the antecedents to tacit and explicit knowledge and the mediating role of psychological ownership. We have collected a sample of 157 using online Google forms and physically visiting the banks in certain cases. The study used Smart PLS for statistical analysis. Structural equation modeling was performed on Smart PLS for data analysis as the constructs are reflective. The study found that perceived organizational-support positively influences both dimensions of knowledge-sharing behavior – tacit and explicit knowledge. Psychological ownership positively “mediates perceived organizational support and explicit knowledge sharing.” However, we did not find support for the mediating role of psychological ownership between perceived organizational-support and tacit knowledge sharing. The study recommends the HR department must create awareness of the support it provides to employees. HR professionals must build an all-inclusive workplace culture that embodies organizational support. Furthermore, customized incentives such as extrinsic and intrinsic benefits can encourage employees to share knowledge.

The Role of Hybrid-Working in Improving Employees' Satisfaction, Perceived Productivity, and Organizations' Capabilities

Objective: This study aims to identify the factors influencing employees' satisfaction and productivity in hybrid-working, such as reconciliation between professional and personal lives, flow experience, work flexibility, and organizational support. It also aims to analyze the effect of employees' satisfaction and perceived productivity on workers' intention to continue working hybrid in the future. Design/Methods/Approach: Data was gathered through an online questionnaire sent to potential participants. A total of 433 eligible respondents were collected for analysis. This study utilized Structural Equation Modelling (SEM) to examine the connections between reconciliation, flow experience, flexibility, organizational support, employee satisfaction, perceived productivity, and workers' intention to continue with hybrid work. Findings: Consistent with the hypotheses, reconciliation, flow experience, flexibility, and organizational support are positively and significantly associated with employee satisfaction and perceived productivity while working from home. Employee satisfaction and perceived productivity also positively and significantly influence workers' intention to continue with hybrid-work. Originality: This study combines motivating factors and factors that focus on the relationship between employees and organizations to develop the antecedents affecting satisfaction and productivity during work-from-home. The findings of this study contradict the previous research regarding the influence of productivity on workers' intention to continue with hybrid work. Both satisfaction and perceived productivity significantly affect workers' intention to work hybrid in the future. This implies that employees feel higher satisfaction and productivity when working from home, hence the inclination to continue this particular working method. Practical/Policy implication: Given the results, top management and HR professionals should consider, at the earliest possible, to start implementing hybrid-work in the organizations. The findings imply that employees intend to continue with hybrid-work because they feel higher satisfaction and perceived productivity while working from home. Also, organizations can observe what factors can improve employee satisfaction and perceived productivity while working hybrid and utilize that information to provide a better working environment for employees and organizations.