HRM Challenges Research Articles

Korean human resource management as number one: lessons for the Asia Pacific

ABSTRACT Despite the devastation caused by Japanese colonial rule and over three years of the Korean War, the Korean economy has created the Miracle on the Han River over the past half-century, joining the ranks of advanced nations. Although it started with low-wage and labour-intensive industries, the accumulation and utilization of human capital have prepared companies like Samsung Electronics, Hyundai Motor, Naver and Coupang for a new leap forward. However, global issues such as the climate crisis and sustainability, the dual labour market, adversarial labour relations and low birth rates with rapid ageing are new challenges for Korean-style HRM. This is a collection of articles dealing with the question of Korean HRM as a success factor of Korean development and a seed for problems destabilizing the Korean economic perspective in the 21st century.

Where projects and non-projects coexist in the core challenges for frontline managers

PurposeThere are different organizational contexts for projects. Here, the focus is on a balanced co-existence organization (BCO) where core activities combine project-based and non-project based work, a context that differs from both project-based organizations (PBOs) and project-supported organizations (PSOs). Through differentiating between the role of resource and project manager, and encompassing a specific combination of projects and ongoing, recurrent work, the authors extend the understanding of frontline managers and HRM in project settings.Design/methodology/approachThis is a case study of a 1000+ department in a Norwegian firm with 38 interviews with the use of qualitative analysis.FindingsThe empirical study of one case of BCO reveals a HRM system with four different constellations of front line managers, each with their own perceived advantages and challenges. Based on the findings here, we have drawn implications for research on the BCO category, as well as comparative research on the three different contexts for projects. Issues that would benefit from comparative studies of polyadic HRM include constellations of front line manager roles, tensions involving projects, mechanisms for allocation of human resources, as well as the sources and mechanisms of stability and change.Research limitations/implicationsThe findings are limited to one organization.Practical implicationsThis study provides a potential for further research on HRM issues in the BCO category.Originality/valueThe analysis develops the BCO category and introduces a category of three organizational contexts for projects. We provide better understanding of the three types and its HRM challenges.

Unlocking HRM Challenges: Exploring Motivation and Job Satisfaction within Military Service (LAF)

This research investigates the intricacies of motivation and job satisfaction among military service members within the Lebanese Armed Forces (LAF) amidst various challenges. Employing an intrinsic–extrinsic framework, the study adopts a sequential mixed-method design. Interviews were conducted with 42 LAF service members, a Focus Group was convened with 12 LAF subject matter experts, and a survey was administered to 3880 LAF service members across the country. The findings underscore the significance of monetary rewards and praise as primary motivators. Notably, the expectation of rewards emerges as a crucial motivating factor closely linked to job satisfaction, while intrinsic factors exhibit comparatively lesser influence. Salary emerges as the foremost determinant of job satisfaction. Moreover, economic challenges, particularly the drastic decline in purchasing power, serve as a significant moderating factor, adversely impacting the relationship between motivation and job satisfaction. Health challenges, such as the scarcity and increased prices of medical supplies, also exert a negative moderating influence. Conversely, security challenges demonstrate no significant moderating impact. Insights gleaned from the Lebanese context emphasize the importance of offering competitive salaries and recognition programs, ensuring equitable compensation, designing reward systems aligned with performance expectations, regularly reviewing, and adjusting salary structures, providing comprehensive support for employees’ physical and mental well-being, and fostering a secure work environment.

Disaggregating the liberal market economies: Institutions and HRM

It has been argued that the different ways human resource management is conducted in different countries can be at least partly explained by theories of comparative capitalisms. Earlier work has highlighted much diversity between coordinated market economies, but the liberal markets are commonly assumed to represent a more coherent category. This article scrutinizes the latter assumption more closely by examining differences between the liberal market economies in their approaches to HRM. The authors find that the USA displays greater centralization in human resource management practices, higher turnover rates and less delegation to employees, than in the UK and Australia; this being associated with differences in institutional realities. The study highlights how, under a broad institutional archetype, specific systemic features may exert strong effects on specific HRM practices and challenges assumptions of close institutional coupling in the most advanced economies.

Challenges of Human Resource Management in Facing Technological Developments (Case Study at the Alfarezi Store, Kamal District)

The aim of writing this article is to discuss HRM challenges in facing technological developments in the form of payments via E-Wallet and the use of cash registers. The method used in this article is qualitative, with data collection techniques through observation, literature study and interviews. And using descriptive analysis techniques using primary and secondary data. The results of this research show that the digital era has had a major impact on the world of work, including the increasing need for HR competency. It is important for business owners to be aware of technological developments, and business owners need to follow the flow of technological developments. The challenges in facing the digital era are not only related to technological competence, but also involve human aspects and soft skills such as work ethics, social sensitivity and employee adaptability. Collaboration between business owners and employees is also required

Applying tools to support human resource management in HIV/AIDS prevention and control in 7 provinces: Initial results on the appropriateness and scalability

Objectives: This study aims to evaluate the appropriateness and scalability of two human resources (HR) tools in HIV/AIDS prevention and control in all seven piloted provinces in Vietnam after one year of application. Methods: A mixed-method approach was employed in seven provinces in Vietnam from December 2021 to March 2022. An online cross-sectional survey was administered to 234 health staff who have directly applied the HR tools and qualitative interviews included 24 in-depth interviews with key informants involved in the process of applying the tools. Results: This evaluation demonstrated the appropriateness of the HRM-supporting tools in addressing existing HRM challenges and their compatibility with local requirements within the HIV/AIDS prevention and control setting. Moreover, feedback from stakeholders, including health managers, policymakers, and decision-makers at the national, provincial, and district levels, indicated a strong commitment to accept and incorporate these tools into routine HRM practices, ensuring the scalability of these interventions beyond the HIV/AIDS sector. Conclusion: The use of HRM-supporting tools should be a priority in future HIV/AIDS programming efforts and be scaled up in the whole healthcare system and other areas in Vietnam, conducted collaboratively with local stakeholders and adapted to evolving local contexts and needs. Keywords: Human resource management, HIV/AIDS prevention and control, WISN, tools, scalability, appropriateness.

HRM challenges in Slovakia generated by the Covid-19 pandemic

PurposeThe article analyzes the challenges Slovak businesses and organizations are facing in relation to the Covid-19 pandemic and the resulting human resource management solutions they apply.Design/methodology/approachThe authors present a part of their research conducted in six Central Eastern European (CEE) countries. Based on timely data, the article presents socioeconomic characteristics of Slovakia and the results of the research “HRM Challenges in Times of the Covid-19 Crisis” conducted among employers in Slovakia. The survey method encompassed 247 Slovakian organizations.FindingsThe year 2020 was an extraordinary one for businesses, governments, and individuals alike. According to the results of this research, Slovak organizations were not prepared for the Covid-19 crisis. Respondents who had a pandemic action plan at the time of the breakout were hardly found. Measures taken to preserve human health directly impacted the way how work is done and organized. This poses significant challenges for both employers and employees. In general, small organizations used cost and staff reduction tools. On the other hand, some of the respondents, mainly large organizations have been using future-oriented solutions, e.g. organizational development.Originality/valueIn this research the authors analyzed the experiences of a Central European country, namely Slovakia. However, the experiences gained and collected here can be useful in the international arena as well.

New Emerging Top Trends in HRM and Key Challenges in 2021

New Emerging Top Trends in HRM and Key Challenges in 2021

Cross border HRM challenges of Chinese companies: An exploratory study

With the growing footmark of Chinese MNCs around the globe, the management of the host country employees has been a new challenge on the horizon. The study aims to understand the human resource management and cross-cultural practices and challenges faced by Chinese companies across the border. This cross-sectional and exploratory study used semi-structured interviews and focus groups for the data collection. The respondents were Chinese managers from Chinese companies and Chinese cultural centres working in Pakistan. This study used thematic analysis with triangulation of sources and methods. This study found culture as a key theme affecting all the emerging human resource management themes. Chinese companies working in Pakistan use informal social networks in addition to traditional applicant recruitment methods. Cultural training is common along with technical training in particularly state-owned Chinese enterprises. Although in many Chinese companies, the parent country nationals fill top positions, local employees could be seen working in the top tier management of some Chinese companies. The Chinese companies’ management practices have not been paid much attention to in this region. This study enables us to develop deep insights into Chinese companies’ human resource management practices and challenges. This research also contributes to the literature on international human resource management and cross-cultural management.

A conceptual study of the hrm challenges in it industry

Human resource management challenges play a vital role in the success of the organization. The purpose of this study is to examine the different environmental influences faced by IT Industry, factors affecting HR challenges and to explore various challenges faced by HR mangers. The study is done with the help of a secondary data covering all the HRM challenges. Management might be able to increase the level of the commitment in the organization by improving satisfaction with compensation, policies, and work conditions. Companies should involve their employees in decision making as industrial revolution brought drastic changes in the organizations as they viewed it as an indispensable source of competitive advantage. One way of increasing the job satisfaction at the workplace is expanding the interactions level with employees in staff meetings and rising guided discussions of topics related to industrial revolution and HRM issues. If the employees are well aware of the organization environment, their duties, and objectives,they can perform their tasks in a better way, and it helps the organization to enhance its productivity. A highly committed and competent workforce allows companies gain a competitive advantage.

Impact of Covid-19 HRM Challenges on HRM Practices for Routing the Post Pandemic: A Study with Special Reference to Oil & Gas Companies in Oman

Human Resources Management is an important element to the success and progress of any organization, the uniqueness of HRM practices is considered as a possible competitive tool and the central value of the company. In this research, an attempt was made to study the impact of HRM challenges on post-COVID-19 HRM practices. The practices include health and safety, work schedule, cooperation communication, training, and recruitment and selection. The respondents of the study were different levels of managers working in oil and gas companies in Oman. An online questionnaire was used to collect data from 130 respondents. This research concludes that the level of HRM challenges has highly significant with the age group of the respondents. In addition, multiple linear regression was applied and the study revealed that three variables are highly significant with the post-COVID HRM practices. Those variables represent health issues in the Pandemic situation, difficulty in balancing between work and life, and difficulty in strategic focus during this pandemic. These variables underwent most of the post-COVID HRM practices in the Oil and gas companies in Oman.

Exploring the resource manager role in a project-based organization

PurposeThe author aims to explore and provide new insights on the resource manager role in a matrix-like project-based organization. What is the content of this role and the challenges as perceived by role incumbents?Design/methodology/approachThis a case study of a large project department in an industrial organization. The main source of data is interviews with 12 respondents.FindingsThe author describes and analyzes several mechanisms related to the key tasks of resource allocation, competence development and performance appraisals. Key challenges are the magnitude of stakeholders, especially the relationship with the project manager. To cope with these challenges, resource managers engage in extensive networking and recurrent dialog with the project manager. In addition, system knowledge and a sociable personality are perceived to enhance coping.Research limitations/implicationsOne case. 12 interviews were conducted at one point in time. The resource manager is a specific type of line manager, complementing a task (project) manager. Hypotheses and research questions based on empirical findings are identified.Practical implicationsOrganizational structure and the content of managerial roles are important in order to understand HRM challenges and activities in project-based organizations. Networking, relation maintenance and system knowledge and sociable and creative mindsets are key success factors for resource managers in large matrix-like project-based organizations.Originality/valueOne of the few in-depth studies of the resource manager in a project-based organization. A novel organizational context for the study of roles in HRM. A number of suggestions for further research.

The future of work: Remote work in the emerging new normal

What HRM structures and schedules are most likely to characterize the post-pandemic period? This paper, taking a multidisciplinary approach to the analysis of the future of work and hybridized workforces, straddles the fields of HRM, business economics, and organizational behavior. It seeks to provide insights into the evolving post-pandemic’s new normal. The gains from the vaccination efforts in the US, in particular, are leading to shifts from the pandemic’s dismissal as a short-term phenomenon, to one that is now manageable. This paper, hence, analyzes the emerging trends and patterns that will most likely influence and shape the use of the human resource in companies, especially within the United States of America. It highlights the various discovered types, intensities, modalities, related to a range of worker types and work conditions associated with hybridized HRM, and the expected patterns and changes in employer-employee relationships likely to be maintained or expanded, that, informed by the Gratton framework of time and place. The paper maintains that not all work types are suitable for remote work. Additionally, certain gender biases are retained in the pandemic induced HRM hybrid models, while some are even reinforced. New work-life balance issues have also entered into work structuring and scheduling arrangements, with implications for the education attainment of the young and underserved, especially if, for example, hybrid education delivery becomes more widespread. The paper concludes with suggested research recommendations prompted, in part, by the pandemic’s workforce and HRM challenges.

Key Elements of the HRM Challenges in the Technology Era 21st Century

There is a strong belief that the roots of the Human Resource Management discipline were extracted from organizational psychology discipline. However, there are some challenges for successful organizations to achieve their goals. The wise organization leadership relies on human capital development and enhancement as they are the real engine of any day to day work. This paper aims to investigate the Challenges of Human Resource Management Professionals in COVID-19 Pandemic and Human Resource Management Challenges in the 21st century (technology era). Highlighting the importance of human resource manager’s challenges are the main objectives of this paper as well as the HRM influencing factors. Also, it is trying to elaborate on the challenges caused by COVID-19 and the recent 21st century. The paper explores the most important challenges by investigating these elements using quantitative method. A total of 200 HRM professionals were targeted to answer the designed open-ended surveys. 150 responses were recorded and collected. The response rate was 97% of the total response rate.

Breaking away or holding on to the past? Exploring HRM systems of export-oriented SMEs in a highly uncertain context: insights from a transition economy in the periphery

This article advances understanding of the interplay between high levels of environmental uncertainty and HRM challenges and practices of exporting SMEs in the garment industry of Kyrgyzstan. Uncertainty in this post-Socialist country emanates from the complex, conflict-ridden and ongoing process of transition from planned to market-based economy, resulting in a volatile institutional environment with under-developed formal institutions at its core. Drawing on qualitative data and framed by a novel theoretical framework consisting of HRM systems theory, North’s institutional approach and the concept of path-dependency, the article advances knowledge of the distinctive set of HRM challenges faced by SMEs and the contrasting HRM systems adopted by them. The article draws particular attention to how the embeddedness of socialist-era norms and the diffusion of new market-oriented institutional features influence the utilisation of HRM systems in SMEs, whilst also revealing their evolutionary nature in a transition economy context. The article contributes by extending the scope of HRM research to the little-explored transitional periphery of Central Asia and adds to the nascent body of knowledge on HRM in SMEs by offering a more nuanced understanding of HRM systems in exporting SMEs in a highly uncertain context.

Role of Diversity-Focused HR Practices in Mitigating Deviant Workplace Behavior: A Review

Organizations in today's scenario are faced with a large number of HRM challenges resulting from workforce diversity. Workforce diversity has become one of the most pertinent management issues in organizations from all sectors and changing workforce has required organizations to change how they think about HRM. It is quite evident that all organizations are impacted by diversity either directly or indirectly, which has made it significant for organizations to manage diversity for which HRM plays a very significant role. Thus, due to the diverse nature of workforce, it has become significant for organizations to make their HR practices diversity-oriented so that deviant workplace behaviors are reduced to minimal. It is believed that employees will not indulge in deviant workplace behaviors when they perceive their organizations to be adopting adequate and diversity-oriented HRM methods and practices. Given this contention, the purpose of this paper is to examine the role that diversity-focused HR practices play in mitigating the deviant workplace behaviors in organizations. An extensive literature review on the said constructs was conducted where both variables were studied independently and the relationship that both variables exhibit together was also studied. A systematic review of the literature was carried out with the keywords like diversity management, diversity-focused HR practices and deviant workplace behavior from several electronic databases like Google scholar, emerald insight, Springer, Taylor, and Francis.

ადამიანური რესურსების მართვის ტენდენციები, გამოწვევები და ორიენტირები

ეკატერინე გულუა
 ეკონომიკის დოქტორი,
 ივანე ჯავახიშვილის სახელობის თბილისის
 სახელმწიფო უნივერსიტეტის ასისტენტ-პროფესორი
 საქართველო, თბილისი
 E-mail: ekaterine.gulua@tsu.ge
 http://orcid.org/0000-0001-9484-093X
 
 მოკლე აღწერა
 გლობალური პროცესებითა და ცვლილებებით გამოწ­ვეუ­ლი ტენდენციები ეკონომიკური სუბიექტების მენეჯ­მენ­ტი­სთ­ვის ახალ შესაძლებლობებთან ერთად, წარმოქმნილი გამო­წ­ვ­ევების გათვალისწინების აუცილებლობას ქმნის. ნაშრომში გა­ნ­ხილულია ადამიანური რესურსების მართვის ძირითადი პა­რადიგმები, მიმდინარე გლობალური ტენდენციები და გამ­ო­წ­ვევები. შესაძლოა, კოვიდ 19-ის გავრცელებით გამოწვეული გლ­ო­ბალური პანდემიის პირობებში მომავლის პროგ­ნო­ზი­რე­ბა საკმაოდ რთულია, თუმცა ცხადია, ბევრი კომპანიისთვის გა­და­რჩენის ერთადერთი გზა პროცესების გაციფრულებაზე გა­დის. არსებული ქაოსური გარემო ადამიანური რესურსების მე­ნე­ჯერების მხრიდან მოითხოვს სწრაფ ადაპტირებას ახალ გა­მო­წვევებთან, როგორიცაა: თანამშრომლებთან ონლაინ ურ­თი­ერ­თობები, პროცესების ონლაინ წარმართვა, კონტროლის ახა­ლი მექანიზმები, თანამშრომელთა დათხოვნის, შენარჩუნების და შერჩევის საჭიროებებთან გამკლავება. ადამიანებში ვირ­ტუ­ა­ლური ურთიერთობების საფუძველზე ისეთი ტალანტების დე­კოდირება, როგორიცაა: ადაპტაციის უნარი, ლატერალური აზ­როვნება, სისხარტე. ეს არის დრო, როდესაც განსაკუთრებით ფა­სეული გახდა მცოდნე და ცვალებად გარემოსთან ადაპ­ტი­რე­ბა­დი ადამიანური რესურსები. როგორც არასდროს აქტ­უა­ლუ­რია ორგანიზაციის შედეგებში წვლილის პროპორციული სტი­მუ­ლირების მექანიზმების ამოქმედება. ნაშრომში შეს­წა­ვ­ლი­ლია საქართველოს მდგომარეობა გლობალური ინდ­იკა­ტო­რე-ბის რაკურსით, აგრეთვე ადამიანური რესურსების მართვის პრ­ი­­ორიტეტები და ორიენტირები, რომელთა გათვალისწინება მნი­შვნელოვან როლს შეასრულებს ორგანიზაციების კონ­კუ­რენ­ტუნარიან ოპერირებაში. ნაშრომი აგრეთვე ეფუძნება ავტ­ო­რ­ის ადრეულ კვლევებს.
 საკვანძო სიტყვები: ადამიანური რესურსების მენეჯემენტის (არმ) ტენდენციები, არმ-ის გამოწვევები; არმ-ის განვითარების ორიენტირები, არმ-ის სტრატეგიები გლობალურ, მიკრო და მაკრო დონეზე.

Labor market trends and tendencies in Hungarian public sector in light of an empirical research

Employee turnover is a current challenge of human resource management in organizations. Staff turnover is regarded as a key performance indicator for Human Resources departments, and a serious rise in its level points to events, issues or problems which may severely hamper the successful and efficient operation of any organization. Hence, in such cases immediate measures should be taken to curtail turnover. The paper reviews briefly current trends of labor market and specific HRM challenges of public services. In this study an empirical research is also introduced. Employees with adequate professional experience represent outstanding value for operational efficiency, a turnover index compiled by on a sectoral basis, highlights the fact that turnover is highest among blue collar workers in the private sector. Surprisingly, within the same group in the public sector turnover is typically low. At the same time, however, our 2017 results show that astonishingly high levels of turnover (even 40%) may also occur in public sector organizations. Public sector in Hungary has provided life long employment but the new labor regulation and labor shortages have drastic changed the particular traits.

Highway to Hell? Managing expatriates in crisis

PurposeThe purpose of this paper is to develop a conceptual framework of severe expatriate crises focusing on the occurrence of “fit-dependent” crisis events, which is when the crisis is “man made” and triggered by expatriates’ maladjustment or acculturation stress in the host country. The authors focus on the causes, prevention and management of fit-dependent expatriate crises.Design/methodology/approachThe authors develop a conceptual framework of fit-dependent expatriate crises that involves different levels of analysis.FindingsThe conceptual framework shows that crises can be triggered at micro, meso and macro levels ranging from the personal and family domains (micro), to the network and organisational domains (meso) as well as the host country domain (macro). The authors conceptualise these “domains of causes” as triggering maladjustment and acculturation stress that ultimately leads to a severe crisis event with correspondingly serious and potentially life-changing consequences. Furthermore, using a process perspective, the authors outline strategies for preventing and managing crises before, during and after the crisis occurs, discussing the support roles of various internal (organisational) and external (specialist) stakeholders.Originality/valueStudying the link between expatriation and crises is a highly relevant research endeavour because severe crisis events will impact on HRM policies, processes and procedures for dealing with employees living abroad, and will create additional challenges for HRM beyond what could normally be expected. Using attribution theory to explain why organisational support and intervention to assist expatriates during a crisis is not always forthcoming, and theories of social networks to elucidate the “first responder” roles of various support actors, the authors contribute to the expatriate literature by opening up the field to a better understanding of the dark side of expatriation that includes crisis definition, prevention, management and solutions.

What drives alignment between offered and perceived well-being initiatives in organizations? A cross-case analysis of employer–employee shared strategic intentionality

This study investigates the conditions of alignment between an organization's business strategy and the well-being initiatives (WBIs) offered to employees and employees' perceptions of the latter. We conducted a comparative study on the conditions of alignment between offered and perceived WBIs in three companies with different business strategies. Findings highlight that the alignment between offered and perceived benefits depends on what we label as “shared strategic intentionality”: (1) how employers use their understanding of the organization's business strategy to craft WBIs and (2) employees' attributions about why their employers offer WBIs the way they do and of the broader understanding of the organization's business strategy. We contribute to the strategic HRM literature by proposing an integrative position with regard to the macro (i.e., employer-focused) and micro (i.e., employee-focused) research traditions. Our position has the advantage of looking at employers' intentions and at employees' attributions of intentions simultaneously, and unravels the central role of business strategy in shaping their alignment. From a practical standpoint, not only do we bring a more nuanced understanding of the strategic HRM challenges faced by employers and employees in settings with different business strategies, but we also initiate a discussion about the traps and best practices associated with configuring effective WBIs in organizations.