HR Professionals Research Articles

Enhancing Organizational Effectiveness through Job Evaluation in Manufacturing: A Scoring Method with Fuzzy ARAS Approach

Job evaluation is a critical process for organizations to enhance organizational effectiveness by establishing fair and equitable compensation structures and aligning job roles with strategic goals. This study focuses on the manufacturing industry and aims to explore how job evaluation can be optimized through the integration of the fuzzy ARAS approach. By combining method, which assigns numerical scores to job factors, and factor analysis, which identifies underlying dimensions in a set of variables, this research proposes a comprehensive approach to job evaluation in manufacturing. This study contributes to the existing body of knowledge by offering a novel approach to job evaluation in the manufacturing industry. Research findings in practice can support HR professionals and organizational leaders in improving job evaluation practices, which can ultimately contribute to improved organizational performance and competitiveness in the manufacturing sector. Future research areas include investigating the extent to which the proposed approach is applicable in different manufacturing sub-sectors and assessing its long-term impact on organizational effectiveness.

Why is nobody talking about employment fraud?

PurposeA hinderance to businesses across the UK, employment fraud and absenteeism are phenomenons that need to be addressed. Fraud is a topic that remains largely unexplored for the HR profession, and covert surveillance emerges as a brilliant and effective solution to tackle the challenges that hundreds of businesses face when trying to clamp down on employment fraud.Design/methodology/approachThis study provides insight for HR professionals as to how employee surveillance can be harnessed safely to help tackle employment fraud and absenteeism, whilst unlocking a productive and healthy environment.FindingsPublic sector organisations face a particularly significant challenge when grappling with absenteeism, with absence rates nearly double that of the private sector. A key focal point of this research revolves around the startling fact that absence rates in the public sector are alarmingly high. Still, robust investigations into these matters are seldom conducted, leaving the door wide open for fraudulent activities to persist. Covert surveillance offers a proactive approach to identify and address the root causes of almost endemic absenteeism, ensuring a healthier and more efficient workplace.Originality/valueBy embracing the power of covert surveillance, businesses not only protect their legitimate interests but also contribute to a workplace environment that thrives on transparency, honesty and loyalty. This study effectively outlines how HR professionals can effectively deploy covert surveillance to ensure they are staying within the guidelines of the law, whilst still clamping down on bad actors and protecting their bottom line.

NEED FOR HUMAN RESOURCE SOFTWARE IN ORGANIZATIONS

Considering how quickly technology is changing in today's world, businesses must modify their HR procedures to satisfy the needs of the digital era. This paper examines how technology breakthroughs have affected the role that HR professionals play, highlighting new developments and the difficulties they provide. The report evaluates the competency levels of HR specialists in technology-based businesses using empirical research, highlighting the need for reliable HR software solutions for effectively tackling the challenges of contemporary labor management. . Keywords— Human Resource Management System, HR Software, Workforce Management, HR Challenges, Recruitment Software, Human Resource Technology.

Navigating Global Talent: An Overview of Information Systems in International Human Resource Management (IHRM)

All through the long haul, Overall Human Resource The chiefs (IHRM) has gone through a huge turn of events. At previously confined to administrative tasks, it has now emerged as a fundamental accessory essential to various leveled accomplishment. Data innovation progressions, which have adjusted the IHRM scene, have sped up this change. The way HR processes are carried out within organizations has been reclassified as a result of the inevitable reception of data frameworks. From the combination and ability to the utilization and sharing of data, every part of IHRM has been reshaped. As well as making conventional HR works more powerful, the advanced upheaval plays raised HR's part in forming business systems. Associations' HR rehearsals have changed in perspective as a result of using data frameworks. HR experts currently have additional opportunity to focus on essential drives because of routine undertakings being mechanized, bringing about more prominent arrangement with the general objectives of the association. This strategic repositioning of HR within the framework of the business necessitated a reevaluation of personnel functions and expertise. This article examines the extensive impact that information systems have on IHRM and draws on existing literature and empirical evidence for its analysis. The numerous benefits and disadvantages of implementing information systems in IHRM are explained. In addition, it provides a comprehensive analysis of the shifting duties of HR professionals in the digital age. The expanded productivity that data frameworks accommodate HR processes is one of the most outstanding benefits of IHRM. Tasks that required a lot of time and resources in the past can now be simplified and completed with unprecedented speed and precision. This efficiency benefit engages HR divisions to apportion more resources towards key drives, appropriately overhauling their obligation to legitimate accomplishment. In addition, information-driven direction facilitates data framework integration into IHRM. By handling the power of examination, HR specialists can assemble significant pieces of information into workforce examples and execution estimations. HR procedures that are customized to meet the changing requirements of the labor force and the business can be created utilizing this significant knowledge. However, despite the numerous advantages, there are a few drawbacks to incorporating data frameworks into IHRM. The boss among these is the risk of becoming overly dependent on innovation, which may make the board's human resources component questionable. Likewise, worries about information protection and security are huge, especially in this period of rigid administrative prerequisites. Overall, the integration of data frameworks into IHRM has opened up a new era of opportunity and change. While it has unquestionably improved HR practices' proficiency and viability, it also necessitates a reevaluation of HR tasks and responsibilities. By discovering some sort of amicability between mechanical turn of events and human-driven approaches, affiliations can utilize the most extreme limit of information systems to drive key HR drives and achieve efficient advantage in the overall business community. KEY WORDS International Human Resource Management, Information Technology, Strategic Partnership, Digital Transformation, HR Processes, Organizational Strategy, Data-driven Decision-making, Personnel Functions, Technology Applications, Global Talent Management.

Review Paper - Recruitment and Selection Process at HDFC Bank

This research explores the complexities of the recruiting and selection process at HDFC Bank, a prominent financial organization in India. The main goal is to provide a thorough understanding of the techniques, processes, and difficulties associated with acquiring, evaluating, and selecting skilled individuals inside the bank. Data was collected using a mixed-methods approach that included qualitative and quantitative research approaches. The data was received from several sources, including HR professionals, existing workers, and relevant paperwork. The study emphasizes the significance of efficient recruiting and selection methods in preserving a competitive advantage in the banking industry. The analysis focuses on the congruence between HDFC Bank's recruiting tactics and its organizational goals, highlighting the significance of talent acquisition in propelling corporate performance and attaining long-term expansion. Moreover, the research investigates the use of technology and advanced approaches to make the recruiting process more efficient and improve the experience of candidates. The key results highlight the importance of cultural compatibility, alignment of talents, and inclusion of diversity in the selection process, demonstrating HDFC Bank's dedication to creating an inclusive work environment. In addition, the report highlights obstacles such as a shortage of skilled workers, growing competition, and changing market conditions, which compel the bank to constantly adjust and improve its recruiting methods. In summary, this study adds to the current understanding of recruiting and selection techniques in the banking industry. It provides valuable insights and suggestions for HR professionals and organizational leaders who want to improve their talent acquisition methods. The statement highlights the essential significance of recruiting and selection in influencing the achievement of an organization and promoting a culture of exceptional performance within HDFC Bank.

The Rise of Machines : How AI is Transforming HR Functions

This article is about how artificial intelligence is bringing transformation in processes of HR and how inculcating AI has made easy the appointment of employees. Traditionally recruitment of employees was a very time consuming and difficult process. In old times recruitment was a subjective process and it usually takes a very long time to hire any employee in an organization but now AI has turned the tables by automating resume screening, identifying potential candidates with relevant skills and experience and conduct first round interviews with the help of chatbots. The involvement of AI in HR has reduced a lot of burden of HR professionals and helped them to focus on deeper engagement with promising candidates and making an informed hiring decision. This article is centered around how HR processes has undergone a profound transformation after involvement of AI in their processes. HR is embracing the power of artificial intelligence to become data-driven powerhouse, enhancing the entire employee experience and making hiring of employees a easy task from dull, monotonous and burdenized work.This article has also mention about how we can continuously evaluate the performance of employees and can make strategies for their development and betterment. This article has focused how AI has revolutionized human resources from inside out and also includes some practical examples.

Human Resource: Futuristic Role of HR Professional Enhancing Technical Skills

As technology continues to revolutionize the workplace, the role of HR professionals is undergoing a profound transformation. In the future, HR professionals will play a pivotal role in leveraging advanced technologies to drive strategic HR initiatives and enhance organizational performance. This abstract explores the key aspects of this evolving role, focusing particularly on the imperative for HR professionals to enhance their technical skills. One critical area where HR professionals will need to excel is in data analysis and analytics. By harnessing the power of data-driven insights, HR professionals can make informed decisions, predict future workforce needs, and optimize workforce management strategies. Additionally, as artificial intelligence (AI) and automation become increasingly prevalent, HR professionals must understand how to effectively implement and manage these technologies to streamline HR processes and enhance efficiency. Furthermore, in the realm of recruitment and talent acquisition, HR professionals must adapt their strategies to the digital age. This involves leveraging digital platforms, social media, and applicant tracking systems to attract, engage, and retain top talent in an increasingly competitive landscape. Moreover, the rise of remote work necessitates proficiency in collaboration tools and virtual communication platforms. HR professionals must ensure that remote teams remain connected, engaged, and productive by leveraging tools such as Slack, Zoom, and Microsoft Teams. In addition to these technical skills, HR professionals must prioritize cybersecurity and data privacy to protect sensitive employee information in an increasingly digitized HR environment. By implementing robust security measures and complying with data protection regulations, HR professionals can safeguard employee data and maintain trust within the organization. Finally, proficiency in HR information systems (HRIS) and other HR technology platforms is essential for streamlining HR processes, managing employee data effectively, and driving operational excellence. Keywords- HR professionals, technical skills, Data analysis, Artificial intelligence, Recruitment, Talent acquisition, Digital platforms, Remote work, Collaboration tools, Cybersecurity, Data privacy, HRIS, HR technology.

Transforming the University HR on Boarding Process with RPA

The HR Onboarding Assistant project employs Robotic Process Automation (RPA) to enhance the efficiency of on boarding in education institutions. This initiative utilizes a well-structured RPA system with bots, data integration, security measures, and user-friendly interfaces to automate tasks, reduce errors, and improve the onboarding experience. It also supports ongoing optimization and data-driven decision-making for colleges and universities. This initiative addresses these challenges by introducing a meticulously designed RPA architecture. The architecture encompasses a suite of RPA bots, an orchestration layer, and compliance measures. Each component collaborates to automate specific tasks, thereby reducing manual workload, eliminating human errors, and accelerating the onboarding timeline. The project offers a comprehensive solution that includes a user-friendly interface for HR professionals, real-time notifications. Furthermore, the architecture accommodates ongoing optimization, and continuous monitoring. It is designed to foster a culture of data-driven decision - making, ensuring that the onboarding process evolves and adapts to the institution's needs.

Needs of human resource professionals in implicit bias and disability inclusion training: A focus group study

BACKGROUND: BACKGROUND: Research investigating the implicit bias of employers towards individuals with disabilities emphasizes the importance of increased attention to implicit bias in the workplace. Previous research supports the use of trainings to promote awareness and education of implicit and explicit bias toward people with disabilities among employers. OBJECTIVE: The purpose of the current study was to better understand employers’ stigmatizing attitudes toward individuals with disabilities and develop effective strategies to increase awareness and knowledge related to these negative attitudes. METHODS: Two focus groups of HR professionals were conducted to investigate guidelines and content areas that should be included in training. Data was analyzed using qualitative content analysis (QCA) methodology. RESULTS: Researchers identified four major themes regarding guidelines for training development: 1) educational information on implicit and explicit bias, 2) disability inclusion information and strategies, 3) consideration of multiple learning modalities, and 4) case studies. CONCLUSION: Training interventions incorporating these needs and preferences of HR professionals may more effectively increase awareness of implicit bias in the workplace. Sharing evidence regarding implicit and explicit bias, along with current information on disability inclusion, while using varied instructional strategies may lead to a reduction in disability-related stigma and discrimination in the workplace.

Unlocking technology acceptance among South African employees: A psychological perspective

Orientation: The study delves into technological acceptance within South African organisations, identifying psychological factors influencing employees’ willingness to adopt technology. Barriers to technology adoption are explored, emphasising the universal relevance of identified psychological constructs.Research purpose: To understand the psychological barriers influencing successful technological adoption in South African organisations.Motivations for the study: High failure rates in tech-implementation projects are linked to employee resistance, revealing a crucial gap in understanding psychological dynamics. Recognising human factors as pivotal to technological success, there is a need to transcend technical aspects, exploring individual experiences during organisational transitions.Research approach/design and method: Using a qualitative approach with non-random snowball sampling, 17 South African employees were interviewed in a semi-structured manner. Thematic analysis revealed specific categories of psychological barriers.Main findings: Identified barriers proved to be the antithesis of positive psychological constructs, including lack of psychological safety, lack of organisational trust, lack of psychological availability, negative emotions, low self-efficacy and low frustration tolerance. The presence of these barriers, hindering participants’ willingness to adopt new technologies.Practical/managerial implications: Organisations are advised to prioritise fostering a culture of psychological safety and trust, transparent communication and positive emotional experiences during technology adoption at the individual level. Training programmes enhancing self-efficacy and promoting mindfulness practices can mitigate barriers.Contribution/value-add: This research stresses the significance of the role of psychological factors in inhibiting an employee’s technological acceptance, providing practical guidance for industrial psychologists, HR professionals and change managers. The need to consider individual experiences during technological transitions, has universal implications across diverse workplaces.

Practices and Challenges of Recruitment in IT Industry

One of the most The purpose of this thesis is to delve into the practices and challenges of recruitment within the IT industry, offering a comprehensive analysis of the strategies employed by recruiters and the obstacles they encounter. By examining the prevailing recruitment landscape, this research seeks to shed light on the complexities of talent acquisition in the IT sector and provide actionable insights for enhancing recruitment effectiveness. The IT industry is characterized by its reliance on highly skilled professionals who possess specialized technical expertise. As such, attracting and retaining talent with the requisite skills and experience is essential for driving innovation, meeting project deadlines, and delivering high-quality products and services. However, the demand for skilled IT professionals often outstrips the available supply, leading to talent shortages and intense competition among employers. To address these challenges, recruiters in the IT industry employ a variety of strategies, ranging from leveraging advanced recruitment technologies and data analytics to enhancing employer branding and implementing agile recruitment methodologies. By understanding the prevailing recruitment practices and challenges within the IT industry, organizations can develop tailored strategies to attract and retain top talent, thereby driving organizational growth and competitiveness. Through a combination of literature review, empirical research, and real-world case studies, this thesis aims to provide a comprehensive understanding of the practices and challenges of recruitment in the IT industry. By synthesizing theoretical insights with practical examples, this research seeks to offer valuable insights and actionable recommendations for recruiters, HR professionals, and organizational leaders seeking to optimize their recruitment efforts in the rapidly evolving IT landscape.

AI-Powered Strategies for Talent Management Optimization

In today's dynamic and competitive business landscape, effective talent management is paramount for organizational success. This paper explores the integration of artificial intelligence (AI) technologies into talent management practices to optimize recruitment, development, and retention processes. Through a comprehensive review of existing literature and case studies, we elucidate various AI-powered strategies for talent management optimization. These strategies encompass AI-driven recruitment, predictive analytics for talent acquisition, personalized learning and development initiatives, AI-enhanced performance management and feedback systems, retention strategies, succession planning, and diversity and inclusion initiatives. By harnessing AI capabilities, organizations can enhance decision-making, improve efficiency, mitigate bias, and foster a more inclusive and agile workforce. The implications of AI adoption in talent management are discussed, highlighting opportunities for innovation and potential challenges to address. Ultimately, this paper provides insights for HR professionals, business leaders, and researchers into leveraging AI for strategic talent management optimization in the digital age.

Mind matters: navigating mental health in the workplace

PurposeWith mental health issues among the workforce becoming increasingly common, it is imperative that employers and their HR teams are alive to mental health issues and are well equipped to deal with them. This paper sets out to explain these points.Design/methodology/approachThis paper provides insight for employers into how to deal with mental health issues in the workplace by breaking the topic down into the following sections: mental health-related claims, reasonable adjustments and preventative measures.FindingsEmployees dealing with poor mental health are often less motivated and productive and in more serious cases are more inclined to take periods of long-term sick leave to recover. However, aside from the potentially costly long-term absences and decreased productivity, HR professionals should also take mental health issues seriously because to do otherwise puts the business at risk of discrimination claims from employees suffering with severe and long-term mental health issues. This is why it is important for businesses to treat the mental health of its staff with equal importance to their physical health.Originality/valueThis paper is valuable to HR professionals looking to understand better how they can support their staff in mental health-related issues. The article effectively cuts through the complex legislation to provide clear, practical advice from legal experts.

The Effect of Compensation and Organization Culture on Employee Performance: Mediating Role of Work Motivation

In today's corporate environment, fostering high employee performance is crucial for organisational growth. Companies must enhance performance within their operations by utilizing various resources, including natural, financial, human, scientific, and technological assets. These resources provide the energy, strength, and power needed to generate momentum and activity. Exceptional employee performance is essential for achieving desired outcomes. This study explores the impact of compensation and organisational culture on employee performance, with work motivation as an intervening variable at PT. Panen Lestari Indonesia (East Java Surabaya). A quantitative approach was adopted, collecting data through observation, interviews, and questionnaires from 73 employees. The analysis employed the Partial Least Square (PLS) methodology. Results show that compensation and organisational culture significantly affect employee performance via work motivation, which mediates these effects. The study underscores the importance of integrating compensation and supportive organisational culture to enhance employee performance, highlighting work motivation as a key mediating factor. These findings provide practical implications for managers and HR professionals, suggesting that improving employee performance requires considering the interplay between compensation, organisational culture, and work motivation.

Emotional Intelligence: Catalyst for enhanced human resource management performance

This study investigates the pivotal role of emotional intelligence (EI) in optimizing human resource management (HRM) outcomes. Through a mixed-method approach combining quantitative surveys and qualitative interviews, the research explores the correlation between EI competencies and various HRM effectiveness metrics. Findings reveal a significant positive relationship between EI levels among HR professionals and key performance indicators such as employee engagement, leadership effectiveness, and conflict resolution. Furthermore, qualitative insights underscore the nuanced ways in which EI influences HRM practices, emphasizing its role in fostering empathetic communication, facilitating constructive feedback, and mitigating workplace tensions. These results have profound implications for organizational HR strategies, suggesting the integration of EI development programs into HRM training initiatives. By cultivating EI competencies among HR practitioners, organizations can enhance their capacity to nurture a positive work environment, foster stronger employee relationships, and ultimately achieve greater organizational success.

Understanding employee experiences with technology integration in Indian industries: A qualitative study

The study explores the influence of technology utilization in the working lives of employees within Indian industries and considers the difficulties, ways, and recommendations that such a thing demands. It utilizes a qualitative research method approach to figure out the role of employees in the process of technology integration. Thematic analysis operates by detecting the prevalent motifs and ideas in the interview data, which gives an insight into the effects of technology on employee experiences. The sample distribution of the strategic defensive PSU in KGF, Karnataka, India includes representatives of skilled workers, unskilled workers and employees from the HR department. The results underline the integration of technology, adaptation strategies for employees, and challenges faced by employees, as well as things the HR professionals and organizations may need to consider in dealing with the technology. The research paper articulates this fact by calling for the combination of inclusive diversity programs, transparent leadership, and continuous learning processes to achieve the desired outcome of managing employee welfare and inequality in the digital age.

CROSS CULTURAL DIVERSITY IN HRM

The research paper explores the impact of cross-cultural diversity on Human Resource Management (HRM) practices in contemporary organizations. With globalization intensifying the interaction between individuals from diverse cultural backgrounds, understanding how cultural differences influence HRM is critical for maintaining competitive advantage and fostering an inclusive workplace. The study examines key HRM functions, including recruitment, training and development, performance management, and employee relations, through the lens of cultural diversity. The paper aims to provide HR professionals and organizational leaders with actionable insights to effectively manage and harness the potential of a culturally diverse workforce. By analyzing various case studies and theoretical frameworks, the paper highlights the challenges and opportunities presented by cross-cultural diversity. Key challenges include communication barriers, cultural misunderstandings, and differing work values and practices. Conversely, the research identifies opportunities such as enhanced creativity, better problem-solving capabilities, and a broader talent pool. The findings suggest that successful HRM in a multicultural environment requires adaptive strategies, cultural competence, and inclusive policies that respect and leverage cultural differences. Recommendations include implementing cross-cultural training programs, promoting a culture of inclusion, and adopting flexible management styles that accommodate diverse perspectives. Ultimately, the research underscores the importance of cross-cultural diversity in enriching organizational dynamics and driving sustainable growth.

E-HRM - Transforming Human Resource Management in the Digital Age: A Conceptual study

In the digital age, Electronic Human Resource Management (e-HRM) emerges as a transformative force reshaping traditional HR practices and organizational dynamics. E-HRM was developed due to advancements in technology, resulting in a reduction of administrative tasks for HR professionals (Thathsara, 2021). This paper explores the evolution, significance, and future trends of e-HRM in the context of modern Human Resource Management (HRM). The study begins by defining e-HRM as the integration of HRM strategies, processes, and systems through information technology. It traces the evolution of e-HRM from its inception to its current state, highlighting key features, components, and advantages. Moreover, the paper delves into the implementation challenges and considerations associated with e-HRM, including resistance to change, data security concerns, and the need for comprehensive training. Furthermore, it explores future trends and innovations in e-HRM, such as artificial intelligence, blockchain technology, and virtual collaboration, and discusses their implications for HR practices and organizational performance. In conclusion, the study underscores the transformative potential of e-HRM in driving organizational excellence, employee engagement, and competitive advantage in the digital age. It calls for organizations to embrace e-HRM as a strategic enabler for digital transformation and to invest in innovative HR solutions to thrive in an ever-evolving business landscape.

Perceptions of on-the-job training in the light of empirical research

Aim: The aim of this paper is to present the results of an empirical study on workplace training, one of the tasks of human resource management, in which 80% of the survey sample works in law enforcement. Methodology: Completion of the questionnaire was voluntary and anonymous, and the questionnaire was 21-question survey to examine the confirmation or rejection of the hypotheses formulated in relation to the research objective. After the results were aggregated on a computer, the data were evaluated and analysed by statistical calculations. Findings: One of the key findings of the survey is that employees consider it very important to provide training in the workplace. In addition to vocational training, they consider it important to develop general competences, which they would like to see implemented several times a year, in an organised and planned way. For 43% of respondents, training is something that employees find out about by chance, when they find out what training the organisation organises in a given year. For only 20% of the sample, they are informed about the training and asked about the training they would like to attend, involving them in the choice. More than half of the respondents, 57%, would be happy to attend a non-professional training course given by a trainer from an external training organisation, and a further 26% would prefer to receive training from an external professional rather than from their own organisation. More than half of the respondents, 55%, believe that HR professionals could do more in this area in terms of training development in their workplace. 22% responded that HR staff could do much more in terms of training and training development. Value: The value of the study lies in the feedback from real employees, who provided insights into the practice of on-the-job training, obtained through empirical research. Finding, maintaining and retaining human resources is an increasingly challenging task for all human resources professionals, in both the public and business sectors. If employee feedback is taken into account by the organisation’s management, methods to promote retention, beyond financial recognition, can be identified through joint cooperation. On-the-job training helps individuals to develop and realise themselves, which, if it can meet the organisation’s strategy and objectives, can increase the effectiveness and efficiency of the organisation as a long-term workforce.

The ChatGPT and the future of HR: A critical review on the benefits and challenges of Al chatbots in human resource management

ChatGPT, the generative artificial intelligence (AI) tool, can be considered as a major technological revolution. The development of AI is significantly affecting various corporate operations, and ChatGPT's use in an HR context is likely to grow in popularity and significantly impact how HR professionals perform their duties. The main purpose of this paper is to investigate the potential benefits and challenges of utilizing AI chatbots in human resource management. In addition, the study looks at how their use is expected to develop over time and how companies are preparing for this technological transformation. Utilizing a systematic review methodology, the paper reviews 27 papers identified in the Scopus database published in from the year 2016 to 2023 to address the research questions. The findings of the paper show ChatGPT has several benefits for Human Resource function including automating routine HR tasks, providing insights to optimize HR strategies and decision making. At same time organization might face some potential challenges of using Chatbots, such as limited understanding of human nuances and context, lack of emotional intelligence, privacy, and security concerns. The study suggests how organizations need to prepare to confront these challenges, technological shifts, and potential future research areas. Thus, the paper contributes to the literature on the use of AI chatbots in human resource management and serves as a useful resource for organizations seeking to leverage this technology.