Human Resources Department Research Articles

Employees’ perceptions on management policies and practices regarding human resources for economic efficiency in crisis period

In recent years, there has been a lack of attention to the connection between crisis management and the HR (human resources) department. However, many researchers emphasize the importance of the human resources department in crisis management. The main objective of the research is the analysis of employees' perceptions regarding measures to improve decision-making when considering the behavior of human capital in in terms of maximizing economic efficiency, as well as the analysis of human resources management through the lens of policies and practices intended for management in crisis period. The quantitative method was used to conduct a survey and the qualitative method was used through the interview. These methods were based on aspects developed in the specialized literature and adapted for this context. The results of the study show that human resources management is crucial in Romanian companies, both in a normal context and in critical situations, highlighting a strategic approach to the role of employees in organizational success.

Artificial Intelligence In HR: Enhancing Recruitment and Employee Management

As business sectors evolve, human resource management (HRM) encounters new difficulties that need to be tackled to promote the optimal growth and advancement of the firm. This study examines how Artificial Intelligence (AI) technology is used in human resource departments for recruitment, onboarding, employee retention, compensation management, and general staff management. The integration of artificial intelligence (AI) with HRM practices is changing how firms attract, oversee, and involve their employees. Artificial intelligence enables machines to make decisions more accurately than humans by analysing previous data and behavioural patterns. Due to this change, machines have taken over all physical tasks, leading HR professionals to take on more strategic responsibilities. The advantages of utilizing artificial intelligence in several departments of human resource management have been outlined, along with the obstacles encountered while integrating AI in HRM. This article will address the advantages of AI for firms looking to improve the efficacy and efficiency of their human resource functions.

Are Both I-Deals? The Mediating Role of I-Task and I-Incentive in the Relationship between Supervisor Support and Employees’ Silence and Voice

Informed by Social Exchange Theory, this study has developed a mediation model that explains the role of I-deals in the relationship between perceived supervisor support and employees’ discretionary behaviors (i.e., voice and silence). Using a sample of 140 Chile employees, results from our structural equation modeling, indicated that the relationship between supervisor support and employees’ voice (positive) and silence (negative) was mediated by task I-deals. However, we found that the relationship between supervisor support and employees’ voice (negative) was mediated by task I-incentive while this type of I-deals did not mediate the relationship between supervisor support and employees’ silence. This research expands the I-deals literature by focusing on the provision of I-deals to their subordinates and by analyzing the outcomes of incentive I-deals and task I-deals to employees’ discretionary behaviors. Supervisors and HR departments might utilize task I-deals to help facilitate desirable employee outcomes, namely more voice and less silence.

A Descriptive Study of Managers' Perceptions of the Use of Financial Statements in the HR Management Decision-Making Process

The purpose of this study is to explore human resource (HR) managers' perceptions of using financial statements in HR decision-making, particularly in compensation, workforce planning, and budgeting. The research design employed a qualitative approach involving interviews with HR managers to understand how financial data is interpreted and applied in strategic decisions. The methodology focused on identifying the barriers HR managers face, including financial literacy limitations and organizational silos, that hinder the effective integration of financial data into HR practices. The findings reveal significant variability in financial literacy among HR managers, directly influencing their ability to leverage financial data. While some managers demonstrate a strong understanding of financial statements, others rely heavily on operational metrics. The study highlights the need for organizational improvements, particularly in fostering collaboration between HR and finance departments, to ensure more informed and aligned decision-making. In terms of implications, the study offers practical recommendations for improving HR decision-making by increasing financial literacy through targeted training programs and promoting interdepartmental collaboration. This research contributes to both theory and practice by emphasizing the importance of financial data in HR strategies, with implications for more integrated HR and financial management approaches.

Advancing environmental sustainability in the creative sectors: A strategic HR framework based on data analytics and eco-innovation

In response to the growing urgency of environmental sustainability, industries across the globe are seeking innovative approaches to mitigate their ecological footprint. The creative sectors, encompassing fields such as design, advertising, media, and entertainment, wield significant influence in shaping societal norms and consumer behavior. However, their activities often come with substantial environmental consequences. This proposes a strategic human resource (HR) framework grounded in data analytics and eco-innovation to foster environmental sustainability within the creative sectors. The proposed framework emphasizes the pivotal role of HR practices in driving organizational change towards sustainability. Leveraging data analytics, organizations can gain insights into their environmental impact across various stages of production and consumption. By analyzing this data, firms can identify key areas for improvement and implement targeted strategies to reduce resource consumption, waste generation, and carbon emissions. Moreover, eco-innovation emerges as a central pillar of this framework, encouraging organizations to rethink traditional practices and develop creative solutions that minimize environmental harm. Through eco-innovation, firms can design products, services, and processes that align with principles of sustainability while maintaining competitiveness in the market. Strategic HR practices play a critical role in facilitating this transition towards environmental sustainability. HR departments can champion sustainability initiatives by fostering a culture of environmental consciousness, providing training on eco-friendly practices, and incentivizing employees to contribute to sustainability goals. Furthermore, HR professionals can spearhead recruitment efforts to attract individuals with expertise in sustainability and facilitate knowledge sharing within the organization. The integration of data analytics and eco-innovation into HR practices represents a forward-thinking approach to addressing environmental challenges in the creative sectors. By adopting this strategic framework, organizations can not only minimize their ecological footprint but also capitalize on opportunities for innovation and differentiation in an increasingly environmentally conscious marketplace. Ultimately, this review advocates for a holistic approach to sustainability that encompasses both environmental and organizational objectives within the creative sectors.

Best Practices for Increasing Employee Engagement and Completion Rates in Online Courses

This case study examines how the human resource department at the target company used features of their learning management system (LMS) to successfully implement a learning and development (L&D) program where employees were motivated not only to engage with courses in a meaningful way but also to complete them at a rate that was higher than that typically seen for eLearning courses. The research discusses the results of a study on the case organization and presents the implications of the findings.

EMPLOYEE TRACKER SYSTEM

The Employee Tracker System is a sophisticated software solution designed to streamline and optimize the management of employee data and activities within an organization. In today's dynamic business environment, efficient workforce management is paramount for the success and growth of any company. This system offers a comprehensive set of features and functionalities to meet the diverse needs of modern enterprises. It is a comprehensive solution designed to optimize workforce management processes, enhance productivity, and foster a culture of transparency and accountability within organizations. By leveraging advanced technologies and intuitive user interfaces, this system empowers HR departments and managers to efficiently manage their workforce and drive organizational success. Key Words: Employee Tracker System, Workforce Management, Attendance Tracking, Time Tracking, Leave Management, Absence Management, Workflow Automation, Employee Empowerment

Impact of Technological Advancements in the Decisions of Human Resource Department

This research paper delves into the intricate relationship between Artificial Intelligence (AI), Machine Learning (ML), and decision-making processes in Human Resources (HR) within modern organizational settings. As technology continues to evolve, HR practices are undergoing significant transformations due to the influence of AI and ML. The study examines the various ways these technologies are applied across crucial HR areas such as recruitment, talent management, performance evaluations, and employee engagement. Through an analysis of the benefits, obstacles, and ethical considerations associated with incorporating AI and ML into HR practices, the research aims to provide a comprehensive understanding of their impact on organizational dynamics. Additionally, the exploration of how these technologies affect diversity and inclusion initiatives within the workforce adds a nuanced perspective to the inquiry. The findings of this research offer valuable insights for HR professionals, policymakers, and organizational leaders navigating the evolving landscape where human judgment intersects with artificial intelligence.

The Effect of Human Resource Analytics on Employee Performance

Purpose: Data analysis in human resource contributed significantly to connect data with organizational and individual performance, by providing the organization with better understanding for effectively managing employees so that business goals can be reached quickly and efficiently. Thus, the key aspect of human resource analytics is to conclusively show the impact the human resource department has on the employee and on the organization as a whole. Hence, the aim of this study is to explore the relationship between “human resource analytics” as an independent variable, “employee performance & behavior”, and “organizational performance” as dependent variables, for a comparative study between profit and non-profit organizations. Methodology: This research paper is a conceptual paper aiming to explore the impact of human resource analytics on the components of employee performance and behavior and organizational performance of the profit and non-profit organizations. Findings: The results showed that there is a positive relationship between human re-source analytics and employee performance and behavior in the profit organizations, compared to a no relation between human resource analytics and employee performance and behavior in the non-profit organizations. There is a positive relationship between human resource analytics and organizational performance in the profit organizations, compared to a weak relationship between human resource analytics and organizational performance in the non-profit organizations. Practical implications: This study has confirmed that human re-source analytics are applicable in the profit Lebanese organizations, and less applicable in the non-profit Lebanese organizations.

The Role of the Human Resource Management from a Different Perspective: A Narrative Analysis

The Human Resource Management plays a vital role in an academic institution particularly ensuring the welfare of its employees. However, in a dynamic work environment and a fast-changing landscape of labor, industry and education, there are challenges that need to be discovered to provide a remedy that will serve as a catalyst of change for the improvement of its function and effectiveness. These will transcend barriers of ambiguity and complexity and initiate value and principles augmenting to the gap between the top management and employees. The researchers aimed to answer the following: Functions of the Human Resource Department, challenges, coping and its quality assurance mechanisms. To explore the experiences and insights of instituting quality assurance mechanisms of the HRDO directors, a narrative analysis was used. Results have revealed that the Human Resource is a complex work environment, and a genuine commitment is necessary, challenges are emanating from both internal and external factors, and one should adapt to provide a continuing and nurturing commitment that will ensure the well-being of employees. Recommendations focuses on fostering interpersonal relationships, providing regular faculty and staff development opportunities, ensuring accountability and responsibility and a sense of security.

Unveiling the Hidden Dynamics: exploring causative factors and impact of employee turnover on organisational performance.

Employee turnover is a widely recognised subject in an organisational setting. Although academics and organisational human resource departments have accepted the fact that employee turnover can have a disastrous impact on the organisation, there are limited studies conducted on the causative factors and effects of employee turnover in organisations. Therefore, this study helped to highlight some of the causative factors triggering employee turnover and their impact on an organisation. In addition, the study also suggests vital strategies for mitigating and reducing employee turnover. In line with the preceding assertion, the cross-sectional qualitative study taking into consideration conference papers, government periodicals, chronological documents, and mainly secondary and primary sources were used. Online search engines such as Scopus, EBSCO, Emerald, science direct, and unrestricted web service search engines such as google scholar and Mendeley demonstrated to be valuable database resources. The finding indicated that performance appraisal feedback, job insecurity, stress and work overload, death, and compensation are significant factors responsible for employee turnover was also deduced that employee turnover can affect organisational performance through ineffectuality in the delivery of service, increase in workload, errors in work processes and reduction in sense of loyalty. However, findings also postulated that training and development, competitive benefits and compensation, effective leadership, and job satisfaction are key procedures that help in reducing and mitigating employee turnover.

Digital Sustainability for Human Resource Management Canvas Meta-Synthesis Approach

In the era of Digital Transformation (DT) and Sustainable Development (SD), the pivotal role of Human Resources (HR) in addressing business challenges has become increasingly evident. These challenges directly impact different HR departments and processes, prompting a need for a strategic overhaul. HR management should continuously adapt its service delivery model to align with the business model and create a balance between internal and external organizational expectations and employee needs, considering the two fundamental challenges of digital transformation and sustainable development, in an agile manner. The critical role of sustainable human resource management in fostering overall business sustainability is evident. However, in many cases, HR management has failed to recognize and demonstrate its cost structure, revenue flow, and social and environmental benefits transparently for the business. This research focuses on presenting the sustainable digital human resource management canvas and its connection to the business canvas to achieve sustainability in the digital era. Employing a qualitative research methodology, this study conducts a meta-synthesis of two pivotal concepts-sustainable human resource management and digital human resource management- leveraging data from reputable databases including Science Direct, Scopus, and Web of Science. Following meticulous screening and examination, a total of 17 articles from Q1-ranked journals were selected as the final articles for a more detailed and in-depth review. The findings from the meta-synthesis results consist of 5 dimensions and 23 components, ultimately presenting the sustainable digital human resource management canvas by modeling it after the business canvas. The distinct feature of this canvas, compared to other similar and conventional models, is the inclusion of individual sustainability in the value proposition and the creation of a digital value component, including artificial intelligence, the Internet of Things, and big data.

Social Wellbeing in the Workplace: HR Activities and Impact

Objective: The aim of the article is to present the results of research on social wellbeing in the workplace, with particular emphasis on the activities and social impact of Human Resources departments. Research Design & Methods: Qualitative research was carried out in the form of in-depth interviews using the author’s interview questionnaire. The target group consisted of representatives of personnel departments. Findings: The actions that companies take to influence the social wellbeing of employees as well as the measurements that companies use to evaluate their activities and wellbeing have been listed. The impact of the COVID-19 pandemic on the idea of wellbeing in companies is discussed. Companies’ plans for the future in the field of social wellbeing are presented. Implications / Recommendations: Respondents have different understandings of the definition of employees’ social wellbeing. They take many actions in the field of social wellbeing, which means that it is significant for them. HR departments are the biggest contributors to wellbeing activities, but management and the management board should also be involved. There are problems with accurate measurement of wellbeing and the effect of wellbeing activities. The COVID-19 pandemic has increased the importance of wellbeing. Contribution: Filling a gap in the research on the social wellbeing of employees in the specific circumstances caused by the pandemic and the introduction of remote work. Filling a gap regarding the evaluation of wellbeing activities carried out in organisations.

(066) A Low Androgen State Impairs Erectile Function by Suppressing EPAC1 in Rat Corpus Cavernosum Penis

Abstract Introduction The relationship among exchange proteins activated by cAMP 1(EPAC1), androgen and erectile function is still unknown. Objective To explore whether EPAC1 expresses in penile corpus cavernosum of rats and how EPAC1 affects erectile function under low androgenic conditions. Methods Thirty 8-week-old healthy male rats were randomly divided into six groups (n=5): sham operation (sham), castrated, castrated + testosterone replacement (castrated + T), sham + EPAC1 over-expression lentivirus (sham + EPAC1), castrated + empty lentivirus vector (castrated + empty vector), and castrated + EPAC1. Four weeks after the operation, the lentivirus vectors carrying the EPAC1 gene were injected into the corpus cavernosum penis tissues of the sham + EPAC1 and castrated + EPAC1 groups (1×108TU/ml, 20 μl per rat). A week after injection, the ratio of maximum intracavernous pressure to mean arterial pressure (ICPmax/MAP) and the levels of serum testosterone (T), nitric oxide (NO), the active form of ras homolog gene family, member A (RhoA-GTP), protein kinase B (AKT), phospho-AKT (p-AKT), endothelial nitric oxide synthase (eNOS), phospho-eNOS (p-eNOS), p-AKT/AKT, p-eNOS/eNOS and EPAC1 levels were measured. Results EPAC1 is primarily located in the cytoplasm of endothelial cells and smooth muscle cells in the rat corpus cavernosum penis. In comparison to the sham group, the T, ICPmax/MAP and NO levels of the castrated group were notably reduced (p < 0.01). Meanwhile, the RhoA-GTP concentration in the castrated + EPAC1 group was reduced in comparison with the castrated + empty vector group (p < 0.01). Compared with the castrated + empty vector group, the p-AKT/AKT, EPAC1 and p-eNOS/eNOS levels in the castrated + EPAC1 group were significantly increased (p < 0.05). Conclusions Androgen deficiency can suppress EPAC1 expression in the penile corpus cavernosum of rats, while the up-regulation of which can improve the erectile function of castrated rats. Disclosure Yes, this is sponsored by industry/sponsor: This study was supported by the Research Foundation of the Department of Human Resources and Social Security of Sichuan Province of Returned Scholars grant 2019-76. Clarification: No industry support in study design or execution.

Assessing HR department effectiveness: managerial perspective in Polish firms

Abstract Purpose This paper aims to determine variations in how different groups of stakeholders, such as top managers, HR managers, and line managers, perceive HR department effectiveness. Additionally, it explores the relation between different views on HR department effectiveness and multidimensional firm performance, encompassing proximal and distal outcomes. Design/methodology/approach The study comprised 150 Polish firms, with questionnaires collected from top managers, HR managers, and line managers within each organization. The analysis involved regression analysis and testing for two regression coefficients to confirm the hypotheses. Findings Research highlighted variations in how stakeholders perceive HR department effectiveness and its influence on organizational outcomes. Notably, top managers exhibited a strong association between HR department effectiveness and firm performance, especially concerning organizational and market performance. Surprisingly, assessments by HR managers and line managers did not display a stronger correlation with proximal outcomes, such as employee productivity and firm growth, compared to top managers, indicating a convergence in perspectives between different managerial levels. Originality/value Viewed through a managerial perspective, this paper emphasizes the significance of (dis)agreement in perceptions of HR department effectiveness at various hierarchical levels. In particular, this article enhances our knowledge of how top managers perceive HR department effectiveness, which has been relatively underexplored in prior research. Furthermore, it underscores the importance of top management as a critical stakeholder in HRM.

The Influence of Transformational Leadership and Compensation on Employee Turnover Intention (Study of Employees of the HR Department of PT Bank Rakyat Indonesia Medan Branch Office)

Turnover intention refers to an employee's desire to leave the company, and employee turnover in an organization can result in negative impacts. One important aspect in reducing the turnover rate is transformational leadership combined with fair compensation. This research aims to examine the impact of transformational leadership and compensation on turnover intention of HR employees at PT Bank Rakyat Indonesia Medan Branch Office. Using quantitative methods and an associative approach, this research involved a population of 40 employees in the human resources department at PT Bank Rakyat Indonesia Medan Branch Office, with a sample of 38 respondents selected through a purposive sampling technique. Data collection involved questionnaire distribution and literature review. Research findings show that while transformational leadership does not have a significant effect on turnover intention, compensation shows a significant effect.

Digital transformation in banking: The HR perspective on managing change and cultivating digital talent

Digital transformation in the banking industry has become imperative for staying competitive in today's fast-paced technological landscape. This review explores the human resources (HR) perspective on managing change and cultivating digital talent within the banking sector. In the era of digital disruption, banks are redefining their business models and processes to embrace the advantages of emerging technologies. The focus is not only on implementing advanced digital solutions but also on reshaping the workforce to navigate this transformative journey successfully. The role of HR in this context is pivotal, as it involves orchestrating organizational change, fostering a culture of innovation, and nurturing a pool of digital-savvy talents. Managing change is a critical aspect of digital transformation, and HR professionals play a key role in ensuring a smooth transition. This involves creating awareness, fostering a change-ready mindset, and aligning employees with the strategic objectives of digital initiatives. HR teams are instrumental in designing and implementing training programs to upskill existing staff, enabling them to adapt to the evolving digital landscape. Cultivating digital talent is another essential aspect that demands the attention of HR departments in banking institutions. Identifying, attracting, and retaining individuals with the right skill sets is crucial for building a workforce capable of driving digital innovation. HR strategies should focus on developing a talent pipeline that aligns with the organization's digital goals, encompassing not only technical expertise but also fostering a mindset of continuous learning and adaptability. This review sheds light on the HR perspective in the digital transformation journey of the banking industry. It emphasizes the importance of managing change effectively and cultivating a workforce equipped with the digital skills necessary to propel the sector into the future of finance.

Breaking Barriers: Unraveling the Complexities of HR Tech Integration

This research aims to explore the factors that influence technology adoption by the Human Resources (HR) Department. The research method used is a systematic literature review using academic databases of international reputation over the last ten years. Research findings indicate that factors such as organizational culture, technology adoption, HR competencies, HR analytics, technology availability and accessibility, symbolic adoption, and organizational factors play an important role in HR technology adoption. An organizational culture that supports innovation and technology, as well as the technological competence possessed by HR personnel, are significant factors in influencing technology adoption. Additionally, adequate technology availability and strong organizational support were also found to contribute to higher technology adoption rates. The implications of this research indicate the need for organizations to pay attention to these factors in an effort to increase HR technology adoption. Suggestions for future research include longitudinal research to evaluate the long-term impact of HR technology adoption, as well as research across industries and cultural contexts to understand the factors that influence HR technology adoption more broadly.

Role and challenges of ChatGPT, Gemini, and similar generative artificial intelligence in human resource management

The integration of generative artificial intelligence (AI) systems, such as ChatGPT, into Human Resource Management (HRM) has marked the beginning of a groundbreaking era in innovative workforce management and employee engagement. This research investigates the pivotal role played by ChatGPT and analogous generative AI technologies in HRM, underscoring their significance in the realms of recruitment, employee training, and organizational communication. Leveraging their natural language processing abilities, these AI systems streamline the recruitment process, ensuring unbiased candidate selection and enhancing the overall efficiency of HR departments. Moreover, in training and development initiatives, ChatGPT facilitates tailored learning experiences, adjusting content to meet individual employee needs, thereby fostering skill enhancement and professional growth. Nevertheless, the widespread adoption of ChatGPT in HRM is not without its challenges. Ethical concerns, such as data privacy and algorithmic bias, necessitate thorough examination to prevent discriminatory practices and guarantee equitable treatment of employees. Additionally, the requirement for continuous monitoring and refinement of AI algorithms to align with evolving organizational cultures and goals presents a significant hurdle. Moreover, striking a harmonious balance between AI-driven automation and human intervention is imperative to preserve the human touch in HRM processes, safeguarding the empathetic and intuitive elements that are essential for effective employee management. This research delves into these complex dynamics, shedding light on the transformative potential of ChatGPT and akin generative AI technologies in HRM, while also emphasizing the need for vigilance and strategic planning to address the associated challenges. Through an exhaustive analysis of real-world case studies and ethical frameworks, this study offers valuable insights for HR professionals, policymakers, and researchers endeavoring to navigate the intricate landscape of AI-powered HRM.

Critical Evaluation of Modern Strategies and Methods of Formation of Communicative Competency in the System of Continuing Education of Document Managers

The aim of the research is to evaluate modern strategies and methods of formation of communicative competency in the system of continuing education and to outline the most affective ones that can be applied for training of document managers. The research objectives include identification of modern strategies and methods of formation of communicative competency, their assessment and design of perspective model of formation of communicative competency of document managers in the system of continuing education. Within the framework of our research, we studied a number of pedagogical, psychological, sociological, and philosophical papers oriented towards the analysis of formation of communicative skills and selected over 50 articles that were published during the recent five years to substantiate the research problem more accurately. The research used the three-staged mixed methods approach. During the first stage we collected qualitative data through literature review. The second stage included experts’ assessment based on the fuzzy Delphie technique. The third stage referred to the design of perspective model of formation of communicative competency of document managers in the system of continuing education. The group of experts was formed from 36 professionals that are involved in the process of advanced training for document managers. The experts’ assessment showed that active learning, problem-based learning, and ICT-based learning are the most effective strategies, and round table, active game, real-world situation, role-play, practical activities, group discussion, online teamwork, and collaborative work are the most effective teaching methods. The perspective model consists of the following components: objectives, pedagogical strategies, teaching methods, evaluation, result, and methodical recommendations and it is implemented in five stages. The model can be introduces in the system of continuing education of document managers in the institutions of higher education, centers for advanced training and retraining, and human resources departments.