Human Resources Department Research Articles

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.

Industrial Research Project Report Recruitment and Selection

The project report delves into the Recruitment and Selection Process at Sysmind Tech Pvt. Ltd., offering a detailed analysis rooted in real-world corporate experience. It highlights the HR department's structure, functions, and decision- making procedures related to recruitment and selection. Recognizing human resources as a vital corporate asset, the report underscores the importance of recruiting individuals with the requisite skills, qualifications, and experience to achieve company objectives. Successful recruitment hinges on meticulous job and labor market analysis. Recruitment is integral to effective management, with failures in this process posing risks to a company's profitability and staffing levels. Recruitment is not merely a selection process but involves strategic decision- making and thorough planning to onboard the most suitable talent. Intensified competition among businesses has sharpened the focus on innovation, prompting recruiters to seek candidates aligned with the organization's culture, ethics, and climate. Furthermore, the report elucidates the significance of recruitment within the broader management context, highlighting the potential ramifications of recruitment failures, such as adverse effects on profitability and inadequate staffing or skill levels. It stresses that recruitment is not merely a selection process but entails strategic decision-making and meticulous planning to ensure the acquisition of the most suitable talent. Moreover, the report sheds light on the evolving landscape of recruitment, characterized by heightened competition among businesses. Recruiters are increasingly focusing on innovation and aligning candidates with the organization's culture, ethics, and climate. This necessitates a nuanced approach to recruitment characterized by astute management decision-making and a keen understanding of organizational dynamics.

Significance of Artificial Intelligence in Recruitment Process

HR is the division of a business that is charged with finding, screening, recruitment, training job applicants. It typically finds, trains, hires and fires employees. Organization are increasingly recognizing the critical role of HRD in nurturing their most valuable asset- their people, it starts from the very sourcing, screening, recruiting, induction, performance management and their development. With the changing scenario, technological advancement has impacted HR process significantly. The innovation of artificial intelligence and machine learning are now significantly entered the field of human resource development. AI system can analyze vast amount of HR data to identify potential candidate and predict their chances of getting shortlisted foe a particular job. AI recruitment reduces by automating all the mundane tasks. Recruitment has become a hotbed for AI applications in HR. The platform has led to an improvement in candidate experience by making it easier for job seeker to apply for open position and communicate directly with the company. With the changing scenario and advancement in technology, AI has incorporated in every disciple. It helps I increasing the human efficiency of doing task for quick and better achievement of organizational objectives. HR department in itself is in a pivot position as it starts before any function comes into action. It plays key role in streamlining all the departments and processes that are working towards business operations. AI isn’t here to replace human recruitment but it’s here to make their lives infinitely easier. Though AI finds no comparison to the human brain, still it’s a game changer for improving the quality of work done.

HR Automation: Enhancing Candidate Onboarding Processes

Human Resources (HR) departments are faced with the problem of effectively managing a variety of activities, from talent acquisition to legal compliance, in the dynamic workforce landscape of today. This study explores the ground breaking integration of Artificial Intelligence (AI), with an emphasis on Natural Language Processing (NLP), as a transformative force in reimagining Human Resources (HR) management methodologies." The pivotal role of two cutting-edge AI tools, the Legal Language Model (LLM) and the Language Model for Attribute-based Matching (LAMA), is examined in addressing key HR challenges. LLM employs sophisticated NLP techniques to automate and refine the interpretation of complex legal documents, ensuring compliance and reducing legal risks. Concurrently, LAMA transforms the recruitment paradigm by facilitating a nuanced, attribute-based alignment of candidates' profiles with job requirements, thereby optimizing the talent acquisition process. We explore the integration of these models within an interactive framework provided by Streamlit, a Python tool for creating user-engaging web applications. This integration offers HR professionals an intuitive platform for accessing, visualizing, and interacting with model-generated insights, fostering informed decision-making and enhanced operational efficiency. Our analysis reveals significant improvements in the precision of recruitment processes, efficacy in legal document handling, and overall workflow streamlining. The findings advocate for the adoption of these AI-driven tools in HR, highlighting their potential to revolutionize traditional practices and contribute to the strategic growth of organizations in the contemporary digital landscape. Key Words: Human Resources Management, Legal Language Model (LLM), Language Model for Attribute-based Matching (LAMA), Streamlit, HR Technology Integration, HR Automation.

Unveiling the Dynamics of Human Capital Valuation: Insights from Human Resource Accounting

In the contemporary knowledge economy, the value of enterprises increasingly hinges on the quality of their human capital. Human Resource Accounting (HRA) emerges as a pivotal field, offering methodologies to quantify, evaluate, and manage human capital effectively. This paper delves into the theoretical underpinnings of HRA, exploring models such as Human Resource Cost Accounting and Human Resource Value Accounting. Additionally, it examines the challenges hindering the widespread adoption of HRA, including theoretical immaturity, limited understanding, integration issues with corporate culture, cautious information disclosure, assessor competence deficiencies, and weak enterprise talent concepts. Strategies to overcome these challenges are proposed, encompassing enhancements to the theoretical framework, information technology proficiency, competence of accounting personnel, optimization of HR department functions, and refinement of legislation. By addressing these challenges and implementing strategic solutions, enterprises can effectively leverage human resources to achieve sustainable development and navigate the complexities of the modern market environment.

Analysis of the expert assessment of the development of corporate competencies among the heads of the operational level of the Russian Railways company

The article presents the results of one of the empirical stages within the framework of the dissertation research on the topic: "The role of the employer in increasing the level of competence of Russian Railways operating managers". Russian Railways Company, which is one of the largest holdings in Russia, pays special attention to the development of its employees, since the level of personnel competence, including different executives, determines the quality of their work functions and, as a result, the safety of passenger and freight transportation. The objective of the of the research stage presented in the article is to analyze the HR assessment of the effectiveness of the system for improving the level of corporate competencies of the operating managers of the Kuibyshev Railway traffic management. This study applied a method of an expert survey in the format of an individual interview with the traffic management personnel unit. The experts are 9 specialists of the directorate HR department, who are responsible for creating conditions for improving the level of managers' corporate competencies. The results of the study show practical recommendations developed together with the staff of the human resources department to modernize the existing system for the development of corporate competencies among operating managers. The practical significance of the study lies in the implementation of the developed recommendations in the work of the traffic management directorate. In case of successful implementation of practical recommendations, the experience will be applied in other Kuibyshev Railway directorates.

How to Build a Healthy Corporate Culture

Corporate culture refers to a set of shared beliefs, values, and behaviors shared within the organization. Corporate culture differs across organizations, depending on the national culture, the industrial sector, the company size, and the leadership. An increasing number of organizations have incorporated business ethics into their corporate culture. Building an ethical corporate culture can raise employee morale, reduce misconduct, and improve corporate brand. The failure to address business ethics may result in the organization’s collapse. To build an ethical corporate culture, management should model their behaviors to promote business ethics. In addition to setting up good role models, the human resources department should provide necessary training to enhance employees’ understanding of the organization’s business ethics and corporate culture.

Influence of age diversity on organization performance at Kenya urban roads authority

The aim of the study was to investigate the influence of age diversity on organization performance at the Kenya Urban Roads Authority. The study was conducted at Kenya Urban Roads Authority (KURA) Headquarters, in Nairobi and the target population was all categories of employees of KURA. A descriptive research design was used in this study. The method employed was stratified random sampling. The population of the study was 150 and the sample size was 30% of the population which translated to 45 respondents. In order to collect data, structured questionnaires were issued to respondents. A pilot test was done to determine the questionnaire's validity and reliability. Data was analyzed through descriptive and inferential analysis. The multiple regression results showed that age diversity account for up to 41.3% of the variation in organizational performance of KURA. As a result, the study recommends the HR department of KURA to improve age diversity in the organization by increasing the rate of adoption of such practices as mixing the youthful employees' skill with high-tech instruments in order to assist older employees in improving their knowledge of current technologies encouraging the younger employees to take risks in order to contribute to the success of the authority and encouraging the older employees to mentor young employees in acquiring job skills.

Fun Fun Fun—The relationship between well-being activities and job satisfaction in high-tech companies

Job satisfaction is a goal of every organization and human resources department. Many studies have shown the relationship between employee satisfaction as a predictive factor for a variety of key organizational indicators such as employee commitment, employee engagement, productivity, attrition, and turnover. Engaging in well-being activities is one strategy that companies can use to boost employee satisfaction. The term “well-being” activities in Hebrew is a bit different from the common use of the word in the literature. It is a combination of the concepts of Fun Activities, Employee Experience and Perks and Benefits. In High-tech companies, there are many activities aimed at creating a positive employee experience and an attractive organizational culture. These activities include a vast range of activities such as: department events, happy hours, company events, holiday gifts, enrichment activities, sports classes (for example, yoga), and more benefits. Despite the considerable investment in this budget, there are not many studies illustrating the contribution of well-being activities to employee satisfaction and their ROI. The purpose of this study was to examine the relationship between workplace well-being activities and job satisfaction in the Israeli high-tech market. The hypothesis of this study was that there is a positive relationship between well-being activities in the workplace and satisfaction in the workplace, but also to identify which issues within the well-being policy will predict the highest level of employee satisfaction. The study was conducted among 91 employees from a variety of high-tech companies in the Israeli market. The study’s findings supported the hypothesis. Practical suggestions for organizations for the successful implementation of well-being policies are discussed.

Employee perceptions of hotel CSR initiatives and job satisfaction: exploring organizational identification, psychological contract fulfillment and attachment styles

PurposeThis study offers an empirical framework for how hotel employees CSR perceptions affect their job satisfaction by incorporating the parallel mediating roles of organizational identification and psychological contract fulfillment. In addition, it examines the moderator effects of employees' CSR-induced attributions on the constructed mediated model, providing a powerful lens through which to evaluate when and how employees' CSR perceptions influence organizational identification and psychological contract fulfillment.Design/methodology/approachThe study use PLS-SEM techniques to analyze a sample of 520 employees from 49 luxury hotels with 4–5 stars in Khanh Hoa province, Vietnam.FindingsThe results show that CSR positively influences job satisfaction through the mediating role of psychological contract fulfillment and organizational identification. Besides, attachment styles also play moderator role in the relationship between CSR and psychological contract fulfillment/organizational identification.Practical implicationsThe discoveries elucidated within this research endeavor proffer actionable discernments to be earnestly contemplated by professionals entrenched in the hotel industry, earnestly aspiring to ameliorate the contentment of their workforce and, concomitantly, augment the overarching efficacy of their organizational operations.Originality/valueThis study provides human resource departments with insights and suggestions for maximizing the efficacy of CSR implementation in the hotel industry.

HOW CAN BLOCKCHAIN IMPROVE EMPLOYEE PERFORMANCE?

Entering the era of the Internet of Things (IoT), one of the main challenges faced by human resources (HR) departments related to human resource management information systems (HRIS) is employee data security and process efficiency which can affect overall organizational productivity. The aim of this research is to provide companies with an in-depth understanding of the potential and implications of using blockchain technology in human resource management information systems (HRIS) and its impact on employee performance. This study uses a quantitative approach with the survey method. The research population comes from HRD professionals who work in companies at various company levels in all industrial fields in the Java-Bali region.PData collection uses an online questionnaire with an interval scale.There were 350 samples taken by purposive sampling and tested using the Partial Least Squares method. Research resultshow that adoption of blockchain technology modifies the relationship between key human resource management variables, such as job satisfaction, transparency, work culture, and work motivation, with employee performance, revealing complex dynamics that require a deeper understanding in dealing with technological developments. This research has limitations in taking respondents because the number taken as samples is still relatively small, namely only in the Java-Bali regions and the variability of the data is still not balanced in terms of sex, length of work and company level. Thus, this research does not just explore the relationship between variables,However also presents findings that provide deep insight into the role of blockchain technology in the transformation of human resource management.

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.