Human Resource Management System Research Articles

Управление человеческими ресурсами в условиях формирования «зеленой» экономики

n the context of the transition of Russian organizations to the active use of green technologies, special requirements are imposed on the managers and employees of these organizations for their professional qualifications, mastering new green competencies. The proposed article examines the processes of transformation of the human resource management system during the transition of enterprises to a green economy. The authors substantiate the expediency of integrating innovative green technologies into the practice of human resource management of an organization, contributing to increase their competitiveness in both domestic and foreign markets. The results obtained are of practical value for the heads of domestic organizations making managerial decisions during the formation and transition to a green economy.

Singing the same environmental song: transmission of green HR signals from supervisors to subordinates through multilevel modeling

PurposeTo comprehend the influence of green HR practices (GHRM) on employee outcomes, strategic HRM researchers are gradually adopting an employee-centric approach, a subject that has sparked recent discussions among scholars in the field of green HR. These scholars have emphasized the need for studies that shed light on the reasons behind the differences in employees' perceptions of GHRM. To address this concern, we investigated (1) supervisors perceived GHRM (SUP-GHRM) and subordinates perceived GHRM (SUB-GHRM) as the fundamental source of variation in employee eco-friendly behavior and green performance, (2) the association between SUP-GHRM and SUB-GHRM, (3) the mediation role of SUB-GHRM toward green performance and eco-friendly behavior, and (4) the moderation of perceived HRM system strength (HRMSS) on supervisor-subordinate perceived GHRM.Design/methodology/approachApplying a survey approach, we collected data from 217 supervisors and 624 subordinates from Large-Scale Manufacturing Organizations in the Textile sector of Pakistan. Since the data is hierarchical, we applied the Hierarchical Linear Model (HLM) and bootstrapping techniques to examine the hypothesized relationship.FindingsThe results of HLM revealed that (1) the SUP-GHRM and SUB-GHRM were key in determining green performance and eco-friendly behavior, (2) the SUP-GHRM significantly influenced SUB-GHRM, (3) the SUP-GHRM indirectly affected the eco-friendly behavior and green performance through SUB-GHRM, (4) the HRM system’s strength positively moderated the association between the SUP-GHRM and SUB-GHRM.Practical implicationsThe corporations need to ensure that both supervisors and subordinates have a consistent understanding of GHRM practices and foster positive relationships between them. It is also important for companies to actively enhance supervisors' knowledge of GHRM and encourage them to effectively communicate the company’s GHRM practices to their subordinates. This is vital for improving employee job-related outcomes. Furthermore, corporations should emphasize developing a strong HRM system designed to create a climate where employees understand the behaviors and responses that are valued and recognized, leading them to perceive situations in line with their managers.Originality/valueThis study suggests SUP-GHRM and SUB-GHRM as critical factors that influence eco-friendly behavior and green performance, and HRMSS is key to aligning the perception gaps between subordinates and supervisors about what GHRM is in place in their organization, which is empirically analyzed in a developing country context.

Exploring the Relationships among HRM Investment, Strategy Implementation, and Firm Performance with Multiple Correspondence Analysis

This study visually explores the relationships among human resource management (HRM) investment, strategy implementation, and firm performance for small- and medium-sized enterprises (SMEs) in Korea. This exploratory research focuses on the significance of strategy implementation, an often overlooked factor in the relationship between HRM and firm performance, as well as HRM investment, which can enable the development of organizational capabilities. We conducted a multiple correspondence analysis to understand the interrelationship between HRM investment, competitive strategy implementation, and firm performance. We differentiated the results by group type according to the level of HRM investment, competitive strategy implementation, and firm performance. We found that firms with high HRM investment achieve the highest performance by implementing an ambidextrous strategy that simultaneously pursues cost leadership and differentiation. Ultimately, this study’s results suggest that for firms to create a competitive advantage through the strategic capitalization of human resources, long-term and continuous investment in HRM is necessary, even if short-term visible effects are not observed while the HRM system is being built, to eventually establish the organization’s capacity to support strategy execution. This study’s potential contribution is to extend the resource-based view by establishing the role of strategy implementation in linking HRM systems as organizational capabilities to performance.

Pendampingan Optimalisasi Peran Sumberdaya Manusia Perusahaan Kontraktor di Banjarmasin dan Palangkaraya untuk Peningkatan Kinerja Organisasi

More than in the previous era, after the COVID-19 pandemic, companies must build effective human resource management (HRM) to improve employee performance and work culture. This condition requires an organizational form and HRM system relevant to performance needs and demands. PT Gagah Putera Satria needs to transform employees' systems, processes, and work culture to increase their performance as a company engaged in the service sector. Improving and enhancing the performance of the human resource organization is the key to the company's success in achieving the expected performance. That is why the company developed a comprehensive HRM as a major project along with the change in the form of the company, which was initially a heavy equipment rental company, shifted to heavy equipment contractors in the mining industry in Kalimantan. This assistance aims to help the company improve HRM performance. The activities include mapping the actual conditions of the problems experienced related to the company's HRM, restructuring the human resource organization, and disseminating recommendations for HRM performance improvement programs to principals and employees of the head office and project office at the site. The results of the assistance are the formation of an integrated structure of the HRM system, the operation of the human resource management process with a streamlined structure and a more effective process, and the increased managerial skills of the HRM personnel of the company.

Methodological bases of personnel management in the context of implementation of the “green office” concept

“Green” human resource management is a strategic approach that recognizes the relationship between environmental sustainability and human resources. This can lead to numerous benefits, including cost savings, improved employee engagement, and long-term organizational sustainability. The article examines the methodological foundations of human resource management in the context of implementing the green office concept. The purpose of the study is to identify the components of the conceptual model for implementing the policy of “green” human resource management at enterprises. The basic procedures of “green” human resource management are researched. It is identified that environmentally oriented HR initiatives can be considered as an organizational mechanism aimed at ensuring that employees behave in a “green” way. It is proved that “green” human resource management plays an important role in shaping the environmental values of employees and improving their environmental behaviour, contributing to the formation of the need to create answers to sustainable development issues in the human resource management systems of organizations. A promising direction for further research is the scientific substantiation of the list of indicators for assessing the effectiveness of the implementation of the “green” policy of an enterprise in terms of personnel management.

HRM systems and knowledge transfer in alliance projects: Exploring social identity dynamics

Building upon the HR architecture model, we propose a framework that explains how – within an alliance project between two firms – HRM systems (composed of various HRM practices) shape inter-organizational knowledge transfer. Such projects may involve intergroup bias, i.e., employees may particularly favor and value members of their own firm, which may impede inter-organizational knowledge transfer. Given the intergroup dynamics, we argue that social identity is a key mediator underlying the relationship between HRM systems and knowledge transfer. We discuss how each firm's HRM system(s) independently and jointly affect employees' social identity, stressing the importance of an HRM fit within and between both companies. Finally, we propose a factor – shared other identities – that may moderate the HRM systems and social identity relationship and also shape social identity directly. Our model provides a nuanced view of how HRM systems can facilitate knowledge transfer by shaping employees' social identities in alliance projects.

Integrating eye care into primary healthcare in Nigeria: Challenges of the primary healthcare workforce

AbstractVisual impairment and blindness pose a significant and growing public health threat in Nigeria. Over 1.6 million Nigerians are visually impaired or blind, with more than 80% of these cases being preventable and treatable. The risk for ocular morbidities is expected to increase due to rapid population growth, an aging population, and the rising burden of noncommunicable diseases. Despite efforts to improve eye health services, universal eye health remains elusive, with 35% of Nigerians unable to access eye care in primary healthcare (PHC) facilities. Many Nigerians instead turn to traditional and alternative medicine for primary eye care (PEC), which can worsen their outcomes. This article highlights the potential of the country's PHC system to address these challenges, emphasizing the importance of PEC as an integral part of PHC. The article discusses the various challenges faced by PHC workers in delivering eye care services in Nigeria, focusing on financing, training, leadership, and policies for eye care. It also provides a set of comprehensive recommendations aimed at overcoming these challenges, including improved leadership and policy implementation, optimized financing, strengthened collaborations and partnerships, enhanced education and training, and effective human resource management systems. We emphasize the importance of holistic and strategic efforts to bolster the PHC workforce's capacity to provide universal eye healthcare in Nigeria, ultimately improving access to high‐quality eye care services for all.

Learnings From the Implementation of an Electronic Human Resource Management System for the Health Workforce in Uttar Pradesh, India.

The state of Uttar Pradesh (UP), India, has one of the largest single public health systems globally, serving about 235 million people through more than 30,000 public health facilities with approximately 160,000 health personnel. Yet, the UP health system has a shortfall of public health facilities to meet the population's needs, a shortage of clinical and nonclinical health personnel, inequitable distribution of existing health personnel, and low utilization of public health facilities. A robust and effective electronic human resource management system (eHRMS) that provides real-time information about the lifecycle of all health professionals in UP may aid in improving the health workforce, resulting in better health services and improved health outcomes. The Government of UP rolled out Manav Sampada, a comprehensive eHRMS that complied with global norms and requirements. We describe the implementation of Manav Sampada at scale and elaborate on key learnings and adoption strategies. Manav Sampada was based on key principles of integration and data-sharing with other digital systems, included functional components, a minimum dataset, used a lifecycle-based approach, and a workflow-based system, all of which acted to improve human resource data quality. The eHRMS emerged as a valuable tool for key stakeholders in reviewing worker performance, identifying skill-building needs, and allocating resources for training, leading to improved availability and equity in the distribution of a few critical cadres. The eHRMS in UP is well positioned to become an integral part of the Ayushman Bharat Digital Mission, the backbone of India's integrated digital health infrastructure. Linking eHRMS to a planned beneficiary-centric unitized health service delivery system (capturing information at the individual level rather than the aggregate level) will enable the measurement of service delivery and quality, leading to improved workforce management.

The Relationship between Perceptions of High-Performance Work Systems and Corporate Social Responsibility (CSR) Considering the Moderating Effect of a Positive Diversity Climate

Companies have shown interest in advanced human resource management as a means to secure distinctive competitive advantages for organizational survival and growth through sustainable management systems. Hence, in the current context, where sustainability in business is a growing concern, the objective of this study was to investigate the relationship between high-performance work systems and a company’s social performance, taking into account the organizational climate as a situational variable. Specifically, this study aimed to analyze the impact of perceptions of a high-performance work system on the perception of a company’s social responsibility (CSR) among employees of Jordanian companies with an organizational size of 300 or more. This study used 175 valid questionnaires, and SPSS and AMOS 24 were used to test the hypotheses. The results showed that there was a positive relationship between the perception of a high-performance work system and the perception of a company’s CSR. Furthermore, this study found that a positive diversity climate could enhance the positive relationship between the two. These findings suggest that high-performance work systems can contribute to the development of sustainable human resource management systems and that a positive diversity climate is essential in shaping these systems. Based on these results, it is recommended that companies implement HPWSs and encourage workforce diversity to maximize the value of CSR activities and ensure their sustainability.

Human resource management systems – The social and environmental performance of some of Morocco’s largest corporations

This study, which is founded on the configurational approach’s principles, aims to determine how well-coordinated human resources management systems that are tailored to the company’s business plan perform in terms of society and the environment. In this study, a collection of standard human resource practices serves as the framework for the human resource management system. Through „social commitment” and the „existence of an environmental strategy” social and environmental performance is assessed. To find the simultaneous relationships between HRM systems, business strategies, and the two measures of performance, we carried out a confirmatory quantitative survey on a sample of 107 major Moroccan enterprises. The primary findings demonstrated that the internal consistency of HRM systems and their external consistency with corporate strategy can serve as significant levers for enhancing social and environmental performance.

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.

Exploring the Potential of ChatGPT Integration in HRM for SMEs: Enhancing Productivity, Stimulating Creativity, and Promoting Sustainable Business Innovation

Micro, Small, and Medium Enterprises (MSMEs) often face limitations in terms of quantity and quality of human resources. These limitations can hinder MSMEs' ability to innovate and compete in an increasingly complex market. The utilization of technology can assist MSMEs in enhancing operational efficiency. However, not all MSMEs are capable of adopting advanced technology due to resource constraints and limited technological understanding. The aim of this research is to investigate the potential and effectiveness of integrating ChatGPT into Human Resource Management Systems (HRMS) for MSMEs, with a focus on enhancing productivity, stimulating creativity, and fostering sustainable business innovation. The research method employed is a literature review with a qualitative approach and descriptive analysis. The literature review is utilized to explore relevant literature from Google Scholar for the period 2018-2024. The study findings indicate that in the continually evolving digital era, technology integration such as ChatGPT in HRMS for MSMEs holds significant potential for enhancing operational efficiency, productivity, creativity, and business innovation. Through the implementation of this strategy, MSMEs can optimize their human resource management, create significant added value, and strengthen their position in an increasingly competitive business environment.

Profiling employee engagement dimensions and outcomes: a person-centered approach

PurposeEmployee engagement (EE) continues to be one of the most difficult challenges for organizations today. Numerous factors have been linked to EE, according to studies. However, the necessary human resource management (HRM) strategies and systems for enhancing EE have not yet been developed. It is questionable if all employees inside the company require the same HRM strategies, to boost engagement as one size does not fit all. Therefore, it is necessary to create employee profiles based on factors associated with EE. This study aims to develop employee profiles based on engagement dimensions and outcomes. It seeks to comprehend the relationship between engagement level and factors such as age, years of service and employment grade.Design/methodology/approachUsing latent profile analysis (LPA), we identified five EE profiles (highly engaged, engaged, moderately engaged, disengaged and highly disengaged). These five profiles were characterized by five EE dimensions (Culture Dimensions, Leadership Dimensions, People Process, Business alignment Dimension and Job Dimension) and EE outcomes (Say, Stay and Strive).FindingsThe study revealed that Engaged profiles exhibited low stay outcomes. The highest percentage of disengaged employees fall under 25 years of age with less than 5 years of experience and are at the entry level.Research limitations/implicationsThe study highlights the significance of the people processes dimensions in enhancing engagement. Profiles with low people process dimensions showed high disengagement. Person-centered LPA adds and complements variable-centered approach to develop a better understanding of EE and help organizations devise more personalized strategies. The study would be of interest to both academics and practitioners.Originality/valueThe novelty of this study lies in its attempt to model the employee profiles to comprehend the relationship between engagement levels using LPA.

Construction and Analysis of Automated Human Resource Management System

The issues of constructing and developing an automated system that is adaptive to external internal factors of personnel management are important for improvement of personal management of modern enterprises. Due to these issues there is a need in the automation the process of approving both strategic and operational plans at the enterprise. To reach this goal the adaptive personnel management system under consideration is built on the basis of an automated dynamic model, taking into account decision support in the personnel management process for each employee, which makes it possible to reduce the significance of the discrepancy between strategic and operational tasks. The results of a study of local sustainability for the constructed automated personnel management system make it possible to draw a conclusion about possibilities to increase the efficiency of using human resources in the enterprise with the use of the system. The proposed automated personnel management system is presented in the form of cross-links, which helps prevent duplication of employee tasks.

"A Study On Business In Digital Era"

Management operates at different levels and so it is possible to apply management information systems at these varied levels. Basic examples of management information systems are human resources management systems, financial management information systems and marketing management information systems. Enterprise IT Systems Enterprise IT systems are technologies designed to integrate and manage entire business processes for large organisations. Typically, enterprise application software is hosted on large servers over a computer network. Transmission of information can either be internal or external. Examples of enterprise information systems may be accounting software, health care specific software or electronic data Interchange (EDI). Another example of software within this category is CRM (Customer relationship management software). Information technology plays various roles in business, and provides a huge range of capabilities that enhance management performance. It is therefore important to understand the four major categories of IT systems and their functions in a business environment.

Mediating Role of Human Resource Management System on the Relationship between Transformational Leadership and Competitive Advantage of Manufacturing Firms in Kenya

Competitive advantage plays a significant role in developing and accomplishing organizational goals. However, some of the organizations are struggling to attain a competitive cutting edge against competitors. Previous studies have been done on the effect of transformational leadership on competitive advantage with mixed findings, therefore, requiring the inclusion of moderating or mediating variables. The purpose of this study is to establish the mediating role of Human Resource Management System (HRMS) on the relationship between Transformational leadership (TL) and Competitive Advantage (CA). The specific objectives were to assess the effect of Transformational Leadership and Human Resource Management System on Competitive Advantage, to establish the effect of Transformational Leadership on Human Resource Management System, to establish the mediating effect of Human Resource Management System on the relationship between Transformational Leadership and Competitive Advantage. The study was guided by the Resource Based View, Porter’s Generic Strategy of Competitive Advantage, Five Forces of Competitive Position and Capability Based View Theories. A positivism paradigm and explanatory research design were used. A sample size of 400 out of 795 manufacturing firms registered by Kenya Association of Manufacturers (KAM) and operating in Nairobi County, Kenya was obtained using Yamane’s formula. Data was collected using a close-ended questionnaire and analyzed using descriptive statistics including mean, standard deviations and inferential that is correlation and Hierarchical Regression analysis. Further, Hayes Model 6 was used to test the mediations and mediation hypotheses: The results showed that TL (β=.419 and LLCI = .323, ULCI = .516), HRMs (β=.23 and LLC I = .138, ULCI = .330) significantly influenced CA. Additionally, TL (β=.635 and LLCI = .554, ULCI = .716) has a significant effect on HRMs. The results further showed that HRMs mediated the relationship between TL and CA (β=.148, Boot LLCL =. 073 and Boot ULCI= .218). In conclusion, the study established that Human Resource Management mediated the relationship between Transformational Leadership and Competitive Advantage. The findings clarify the alignment of HRMS with CA for manufacturing firms in Kenya. Therefore, managers should develop a strong HRMS, which can affect the abilities of the firms to attain Competitive Advantage. The study recommends that; CEOs need to develop desirable implement policies that enhance a Job- based HRMs, a culture of continuous training of employees’, professionalism practices and produce distinct and high quality products and services to meet customer needs and preferences. Further, that firm’s leadership should enhance critical thinking to adapt to technological changes in the unstable environment.

Human Resource Management at Mie Gacoan Jatiasih

This research entitled “Human Resource Management at Mie Gacoan Jatiasih” wants to know how the human resource management system in Mie Gacoan Jatiasih. The purpose of the research is to find out the human resource management system at Mie Gacoan Jatiasih. The research was conducted on Jl. Wibawa Mukti, RT03/RW08, Jatiasih, Bekasi, West Java, Indonesia. The research method used is qualitative, with a qualitative descriptive approach and SWOC analysis. Data collection through field observations, interviews with resource persons, and previous research for reference in this study. The result of the research is that the management of Human Resource Management at Mie Gacoan Jatiasih has not been optimal in its development. The company needs to conduct further supervision related to employee performance must be in accordance with Standard Operating Procedures, because according to the results of observations that the human resources of Mie Gacoan Jatiasih still have not reached the standards provided by the company, especially in terms of customer service which will affect customer satisfaction.

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.

Prototype Of A Web-Based Human Capital Information System Using SCRUM Method

The Human Capital Information System (HCIS) is software that manages staff data, payroll, and other everyday duties in the Human Capital sector. The Human Resources Management System aims to increase performance and eliminate mistakes in business processes to aid operational operations in the human resources department, particularly in recruiting, personnel data management, wage calculations, and promotions. While the system construction pipeline follows an SCRUM strategy for pipeline planning, which includes storyboarding (product owner) based on features to be generated, a product backlog, sprints, daily SCRUM, and sprint reviews, we also utilize qualitative data collecting approaches. This IS is connected with employee attendance, the human resource management system may help gather data and information on employee attendance in an accurate and efficient manner, as well as speed up and reduce mistakes in computing employee wages.

Тенденции развития и применения инструментария комплексных информационных систем управления человеческим капиталом в условиях импортозамещения

Under modern conditions, successful business functioning and development are determined not only by effective management of internal business processes and creating harmonious relationships with competitive external environment, but also by re-interpreting the value of the key corporate asset, that is, human capital. For quite a long time, the HR management contour in the system of interaction between employer and employee has been considered only from the point of view of accounting and settlement operations. They were the ones that were automated in traditional HR accounting and payroll information systems. However, at the present stage, the number and content direction of HR processes have significantly expanded and talent management, training, development and motivation of personnel have become a priority. In this regard, automated accounting of only quantitative indicators is insufficient for effective human capital management. HR automation systems are gradually replaced by comprehensive HR-tex solutions that automate all HR processes and refer to all sections of the HR cycle. The purpose of the study is to consider the evolution of HRM systems and their compliance with modern HR processes, and to analyze the state of domestic software market for their automation. The analysis showed that Russian market is currently experiencing an urgent need for integrated automation tools that provide functional coverage of all human capital management processes. It is fragmented and characterized by a fairly high level of maturity of accounting and settlement contour software products along with the patchwork nature of IT solutions that automate the quality indicators of HR processes. In this regard, the conducted research on the development of HRM systems, taking into account technological trends and business needs for integrated solutions, allowed systematizing information in the form of a model of a complex, integrated system, and formulating requirements for it. It was established that integrated HRM system has a modular character and it is advisable to form a set of customized functions to manage the development of human capital potential based on the needs of a particular business. The highlighted areas of HRM systems development can be used in elaborating of import-independent software products of this class, as well as by enterprises when choosing tools for automating HR processes.