Human Resource Executives Research Articles

Fuck: The Police

This study focuses on police profanity, with a particular interest developing reasonable policy to regulate the use of the word “fuck.” Officers employ “fuck” as a linguistic tool to accomplish a range of goals, such as establishing authority, fostering solidarity, and diffusing tension. However, “fuck” can also be used derogatorily, and negatively impact public assessments of police actions. Policy in this area is either absent, overly broad, or inappropriate to its intended use. Following brief, unstructured interviews with line and executive officers, I propose a novel policy theory of profanity, deriving target and intent. I test the theory with a pre-registered experiment administered to a national sample of police and human resources executives ( n = 1492), with each respondent evaluating multiple vignettes ( n = 5280 observations). Results support the proposed theory and generate useful recommendations for practitioners interested in strengthening the ability of agencies to constrain professionally inappropriate use of profanity in the police workplace.

It Takes a Fool to Remain Sane: How and When HR Executives Use Jesting Techniques to Trickle Up Paradoxical Tensions

Human resource (HR) experts are continuously confronted with paradoxical tensions, which they need to navigate to benefit the HR function and the organization. Because the members of the top management team (TMT) are important stakeholders for the HR function, the HR executives’ effective navigation involves visibilizing paradoxes and trickling them up during interactions with the TMT. However, how HR executives (as low-powered organizational actors compared to their peers) visibilize tensions for TMT members is less understood from either the paradox literature or the HR scholarship perspectives. In this interview study, we use a court jester prompt as a narrative generator to explore HR executives’ reflections on using techniques to visibilize tensions within the overarching paradox of social and business interests. Our findings enrich the literature on paradox salience and provide examples of what we term jesting techniques on cognitive (e.g., exaggerating,), emotional (e.g., expressing feelings), and behavioral (e.g, reordering) levels.

Human resource executives' relative pay and firm performance

AbstractTo operationalize the extent to which firms place a strategic emphasis on human capital and human resource management (HRM), we draw on the strategy field's dominant logic theory and on the emerging literature on executive compensation for the heads of major firm functions, such as HRM. Specifically, we investigate whether the pay of human resource executives (HREs) relative to other members of top management teams (TMTs) is related to firm performance. After controlling for the endogeneity of HRE status as one of the highest paid executives on the TMT, we find in a comprehensive sample of the largest US firms that HRE relative pay is positively related to firm financial performance, specifically Tobin's Q. We also find that the relationship of HRE relative pay with Tobin's Q is stronger in relatively smaller and younger firms in our sample. The findings suggest that a strategic emphasis on human capital and HRM leads to higher firm value.

Workplace health promotion management of non-communicable disease prevention and implementation among organizational leaders and human resource executives in Thailand: A qualitative study

In Thailand, the Cabinet has outlined a national reform plan (public health), which emphasizes the concept of health promotion in alignment with the United Nations' Sustainable Development Goals. The plan focuses on policies and measures within the workplace and setting goals to establish workplace health policies. Workplace health promotion yields positive effects on businesses by enhancing work productivity and reducing costs. However, national policies specifically aimed at promoting good health and well-being in the workplace are still limited in scope and are predominantly implemented by governmental agencies in Thailand. This study aimed to investigate the management and implementation of health promotion policies in the workplace by organizational leaders and human resource (HR) executives. We conducted exploratory research using the inductive approach of conventional content analysis. Data were collected through in-depth interviews with senior-level and HR executives affiliated with influential bodies of the Joint Standing Committee on Commerce, Industry, and Banking (JSCCIB), the Personnel Management Association of Thailand (PMAT), industrial estates, and prominent businesses representing all eight industry groups in Thailand between May and November 2022. In-depth interviews were conducted with all key informants, totalling 35 individuals, representing 27 businesses and organizations. The findings were categorized into three main themes: 1) Management including organizational policies, and leadership, 2) Operations including budget allocation, activities, and operational tips, and 3) Challenges including operational challenges and individual factors. This study has outlined strategies for more effective management and implementation to enhance workplace health promotion, and refined policies for improvement of health promotion initiatives in Thai workplaces.

Effectiveness of Discovering Competent Employees using Technology with Reference to Shivashakti Group of Companies

One of the key responsibilities of any human resource executive is discovering competent employee. The term “ability securing” refers to the usage of the procedure the manager uses for recruiting, following, and interviewing job applicants as well as on boarding and training new representatives. It typically belongs to the (HR) office. The recruitment and hiring cycle are frequently automated with the aid of stand-alone software or modules in bigger Human Capital Management (HCM) systems. Systems for managing hiring are a name sometimes given to products in this software category. It has been demonstrated that by incorporating e-recruitment technologies into their HR management infrastructure businesses can boost the effectiveness of the hiring process and dramatically reduce expenses. Based on the research done conclude that using modern technologies in the hiring and selection process not only ensures that a project will have the desired outcome, but also actually improves the hiring process allowing for cost and time saving, especially for the business sector. This has a numerous advantage for firms.

Strategic Human Resource Management (SHRM) Concepts and Models for Virtual Organization Management: A Literature Review

Virtual groups have been defined to be an assemblage of persons that are physically or administratively separated but work together concurrently and cooperatively on job procedures through correspondences as well as information technology for achieving definite objectives. Managing a virtual remote workgroup is difficult and requires additional competences when compared to traditional management. Many managers are not capable of remote working or trained for such work situations leading to challenges associated with fulfilment of responsibilities. There is a need for managers to acquire fresh skill set. Understanding the unique social aspects and computer mediated technicalities encompassing management of virtual workforces will enhance organisational productivity likewise create an efficient human resource management (HRM) structure that can enhance attainments. This article is an integrative review of literatures aimed at expanding human resources management scope. In-depth investigations of human resource management literatures, research and theories and their application as well as study of applicable models and theoretical frameworks which can be used to comprehend the peculiar nature of virtual organizations was extensively explored. Findings recognized crucial tasks likewise opportunities emanating from contemporary situations that warrant virtual, remote working and suggestions were proffered that managerial staff and human resource executives can utilize for imminent circumstances that might require innovative work techniques for enhanced organizational performance. Pragmatic indications credibly prove that implementing strategic human resource management (SHRM) processes and strategies in virtual organizations adds value to organisational performances with reference to improved efficiency, greater viability, and reduced staff turnover level. Keywords: Strategic Human Resource Management, Virtual Organizations.

HUMAN RESOURCES PLANNING AND ORGANIZATIONAL PERFORMANCE: TELECOMS IN FOCUS

The study examined the relationship between human resource planning and the organizational performance of telecom companies in Delta State. The objectives of the study were to; ascertain the relationship between workforce forecasting and organizational performance; determine the relationship between recruitment and selection and organizational performance; examine the relationship between employee training and development and organizational performance and determine the relationship between employee retention and organizational performance. The study employed a cross-sectional research design. A sample size of 169 was selected from the Human Resources executives of Telecom companies. Data collected through questionnaires were analyzed using descriptive statistics, correlation and multiple regressions. Results from the study revealed that there is a significant relationship between human resources planning (workforce forecasting, recruitment and selection, training and development and employee retention) and organizational performance. In line with the study, it was recommended that HR managers of telecom companies should align their HR planning with organizational goals and this planning should be evaluated from time to time. It also recommended that HR managers should put up measures to retain their skilled employees as this would enhance organizational performance
 Keywords: Human Resources Planning, Forecasting, Relationship, and Organizational Performance.

The Role of Human Resource Analytics: Analyzing the Factors Influencing it in Organizations Using SEM and ANOVA

In any organization, employees are more important for the success and sustainability of the business. An organization that attracts talented people, uses talent efficiently, manages talent effectively, and retains employees will secure the long-term success of the business. Human Resources Analytics (HRA) can significantly benefit HR executive decisions regarding employee and organizational performance. This work intends to find the impacting factors of human resource analytics in the organization and also the organization outcomes are impacted by the HRA. The influencing factors considered are technology, organization, environment, and data governance. The organizational outcomes to be measured are planned decision-making, improved performance management, and employee retention. This research involves two segments: (a) information gathering and (b) statistics assessment. An organized feedback form with 30 questions are to be prepared and circulated to the human resource executives and higher managers of organizations. The developed hypotheses are used to construct the poll. With the help of this study, significant relationships between the elements affecting human resource analytics were found.

Skill redefinition and classification, capitalism, and labour process theory of work: evidence from Thailand

Skill redefinition and classification, capitalism, and labour process theory of work: evidence from Thailand

Exploring Managers' Skills Affecting Dynamic-Innovative Capabilities and Performance in New Normal Era

The human resources department, as a dynamic mechanism in the hotel business, is a supporter and a manager who manages the corporation to grow by planning, supervising, and assuring the expected performance leads to desirable outcomes. The situation of spread of the COVID-19 virus has resulted in businesses and labor departments having to adapt to survive by upgrading existing knowledge and adding new skills. Therefore, this research aims to describe components and models of necessary skills development for performance affecting dynamic capabilities and performance in a new normal era for human resources managers of five-star hotels in Phuket Province, which are crucial components in an increased corporation’s sustainability and performance in terms of personnel efficiency, assets, funds, and information. This research is quantitative, and research data was collected from a total of 384 human resource managers of five-star hotels. There was a mutual discussion of factor analysis and structural equation results with three human resources managers who have been successful for not less than seven years in their work. The components consisted of systematic consideration through the following causes: necessary skills; professional skills, work skills, and emotional skills, mediator variables; dynamic capabilities, and organizational performance. This research also discussed five guidelines for developing the necessary skills for performance. As various factors have affected the performance in the new normal era, the human resources executives of five-star hotels in Phuket province should apply them and consider them together with their business plans for setting the strategic plan of organizational management, management, administrative, and human resources development. Doi: 10.28991/HIJ-2023-04-01-03 Full Text: PDF

Application of Artificial Intelligence for Better Investment in Human Capital

Selecting candidates for a specific job or nominating a person for a specific position takes time and effort due to the need to search for the individual’s file. Ultimately, the hiring decision may not be successful. However, artificial intelligence helps organizations or companies choose the right person for the right job. In addition, artificial intelligence contributes to the selection of harmonious working teams capable of achieving an organization’s strategy and goals. This study aimed to contribute to the development of machine-learning models to analyze and cluster personality traits and classify applicants to conduct correct hiring decisions for particular jobs and identify their weaknesses and strengths. Helping applicants to succeed while managing work and training employees with weaknesses is necessary to achieving an organization’s goals. Applying the proposed methodology, we used a publicly available Big-Five-personality-traits-test dataset to conduct the analyses. Preprocessing techniques were adopted to clean the dataset. Moreover, hypothesis testing was performed using Pearson’s correlation approach. Based on the testing results, we concluded that a positive relationship exists between four personality traits (agreeableness, conscientiousness, extraversion, and openness), and a negative correlation occurred between neuroticism traits and the four traits. This dataset was unlabeled. However, we applied the K-mean clustering algorithm to the data-labeling task. Furthermore, various supervised machine-learning models, such as random forest (RF), support vector machine (SVM), K-nearest neighbor (KNN), and AdaBoost, were used for classification purposes. The experimental results revealed that the SVM attained the highest results, with an accuracy of 98%, outperforming the other classification models. This study adds to the current literature and body of knowledge through examining the extent of the application of artificial intelligence in the present and, potentially, the future of human-resource management. Our results may be of significance to companies, organizations and their leaders and human-resource executives, in addition to human-resource professionals.

Substance Abuse and its Implications in 21st Century

Drug misuse poses a risk to the person as well as to society. Human resource (HR) executives and other professionals play a crucial role in adopting recommendations for policies and procedures related to drug and substance misuse in the workplace since concerns linked to alcohol and substance addiction are on the rise in the workplace. High health insurance claims, diseases, work-related injuries, reduced productivity, bad morale, and absenteeism are organizational losses. These losses do not account for the expense of managing workplace alcohol and drug addiction problems or the unquantifiable misery of the affected families and other workers. Therefore, this research focuses on how drug usage affects Pakistani youth and suggests ways to deal with this widespread problem as soon as possible.

Digital transformation adoption in human resources management during COVID-19

PurposeThe purpose of this study is to discover the factors related to human resource (HR) digital transformation (DT) in Bahrain during coronavirus disease 2019 (COVID-19) and to analyze the impact of e-human resource management (e-HRM) on organizational performance. These factors are funding, information technology (IT) infrastructure, technical support, digital skills or talents, organizational culture, employee resistance and top management support. These factors were tested to determine whether they affected HR DT in Bahrain during COVID-19. There are no findings in the researched literature regarding the proposed factors that affect HR DT in Bahrain during COVID-19 in this study.Design/methodology/approachFor data collection, a quantitative method was applied by conducting an online survey and distributing it to HR executives and employees from multiple organizations in Bahrain, both in the private and public sectors.FindingsThis study proposes a DT adoption model based on seven factors extracted from the literature review. A questionnaire was deployed, and accurate data were collected, processed and then analyzed. The logit model shows determinants factor to the DT adoption where all variables have a positive effect.Originality/valueUsing technology in an organization’s HR practices, known as e-HRM or HR DT, is becoming more crucial since the COVID-19 pandemic. Unlike European countries, the HR sector in Bahrain is not prepared to adopt the e-HRM process. This paper proposes a model that enables the HR sector to adopt digital technologies. This model is based on the key factors that enable an effective transition to the sector’s digitalization (e-HRM). Future research is sought to provide additional insights into the same factors and measure their effect on HR DT during COVID-19 in other countries.

Examining the slow acceptance of HR analytics in the Indian engineering and construction industry: a SEM-ANN-based approach

PurposeDespite the extensive benefits of human resource (HR) analytics, the intention to adopt such technology is still a matter of concern in the engineering and construction sectors. This study aims to examine the slow adoption of HR analytics among HR professionals in the engineering and construction sector.Design/methodology/approachA cross-sectional online survey including 376 HR executives working in Indian-based engineering and construction firms was conducted. Hierarchal regression, structural equation modeling and artificial neural networks (ANN) were applied to evaluate the relative importance of HR analytics predictors.FindingsThe results reveal that hedonic motivation (HM), data availability (DA) and performance expectancy (PE) influence the behavioral intention (BI) to use HR analytics, whereas effort expectancy (EE), quantitative self-efficacy (QSE), habit (HA) and social influence (SI) act as barriers to its adoption. Moreover, PE was the most influential predictor of BI.Practical implicationsBased on the findings of this study, engineering and construction industry managers can formulate strategies for the implementation and promotion of HR analytics to enhance organizational performance.Originality/valueThis study draws attention to evidence-based decision-making, emphasizing barriers to the adoption of HR analytics. This study also emphasizes the concept of DA and QSE to enhance adoption among HR professionals, specifically in the engineering and construction industry.

Does organization capital increase firm risk? Evidence from firms with human resource executives

We investigate whether and how organization capital affects firm risk using the presence of human resource executives (HREs) in top management teams as an indicator of superior human resource management, a specific component of organization capital. Based on a comprehensive sample of the largest firms in the U.S., we find that the stock market performance of firms with HREs is significantly worse than that of other firms at the worst times for the market. We also find that firms with HREs are more likely to be poor stock-market performers at the worst times for the market even if we control for other factors known to affect firm risk. The results suggest that firms with HREs and thus greater stock of organization capital are fundamentally riskier than other firms.

Organizational Resilience: The Perspective of Strategic Human Resource Management In the Disruption Era

The disruption era includes the fourth industrial revolution, climate change, and the Covid-19 pandemic. Education, the economy, business, and tourism, among other areas, are all affected by the disturbance. The purpose of this research is to examine how organizational resilience is implemented in a hotel from the perspective of strategic human resource management. The study employs a qualitative approach, with data collected through in-depth interviews and data processed through narrative. According to the conclusions of this study, the strategic roles of human resource executives or leaders are critical in dealing with organizational crises. This study contributes to knowledge by constructing propositions to establish a mini-theory.

Linking Competitive Strategies with Human Resource Information System

Understanding how human resource information system (HRIS) is linked with competitive strategies (CSs) has become an important research topic in the field of strategic human resource management (SHRM) and information systems (IS). This study intends to find a relationship between HRIS and CSs and the resulting competitive advantages gained from the relationship that impact the organization's overall performance. A semi-structured questionnaire survey based on the face-to-face interview method was conducted among human resource (HR) executives of the selected Bangladeshi business organizations to collect data and find results. The result shows that HRIS implementation has a significant influence on CSs. Again, HRIS contributes to leveraging benefits from these strategies. The statistical findings reveal that HRIS pay-off (36%) is positively correlated (37%) with CSs to a lower-medium extent, but this correlation insignificantly affects business performance in this horizon. Finally, a framework is developed showing how to leverage HRIS pay-off based on findings and literature.

Understanding Employability in Changing Labor Market Contexts: The Case of an Emerging Market Economy of Thailand

This paper qualitatively reexamines the definitions, components, and sub-components of employability under the changing labor market contexts of the under-researched country of Thailand, an emerging market economy (EME). Semi-structured interviews among chief human resources (HR) officers, HR experts, HR academics, HR consultants, and top HR executives in various well-recognized private firms across industries in Thailand, virtual field visits to each company located in Bangkok and other provinces in Thailand, nonparticipant observation, and a review of archival documents and web-based resources were conducted. This paper proposes that Thailand’s institutional context, specifically the labor market context, plays an important role in shaping employability among workers needed by firms within that context. Several challenges, including the COVID-19 pandemic, aging societies, technological disruption, the growth of the cryptocurrency market, and the changing patterns of work, affect Thailand’s institutional context, specifically the labor market context, and worsen the problem regarding the shortage of job candidates or graduates who are readily employable. Here, employability among workers refers to the strong potential that helps job candidates obtain suitable jobs and readies them for work and to survive in the real word. It consists of three main components: (1) career ability, (2) resiliency, and (3) attitudes and personal attributes. Each component consists of several sub-components (25 sub-components in total). All of the components and sub-components of employability are necessary for job candidates or young graduates in the context of the Thai labor market. However, there are sub-components of employability that are necessary for job candidates who are working in EMEs with several abovementioned challenges that affect the labor market context.

Who Manages the “Most Important” Asset? Antecedents and Outcomes of HR Executives in the C-Suite

Firms increasingly employ human resource executives (HREs), demonstrating a recognition of the strategic importance of human capital. Yet, prior empirical research linking HREs to financial performance has demonstrated very little effect, inconsistent with extant theory. While one interpretation for this inconsistency is that HREs have symbolic rather than material value, we follow instrumental stakeholder theory that suggests broader and more proximal performance implications for firms that employ HREs. By viewing the antecedents and outcomes of HREs through the instrumental stakeholder lens and using a 26 year panel sample of firms in the biosciences industries, we find that they are more likely present in firms with employee profit-sharing but also in firms where there are employee relationship concerns. Further, we find HREs are more likely to increase value from innovation while buffering the firm from volatility.

Labor market participation for employees with disabilities: a cross-organizational review in India

This paper aims to review the current state of workplace inclusion of employees with disabilities in India. Specifically, this work uses the human resource (HR) practices to examine how employees with disabilities are accommodated and integrated with the non-disabled workforce in organizations. A qualitative research design was adopted. Interview responses were collected from HR heads and employees with disabilities in sixteen organizations of foreign multinationals, Indian multinationals and Indian start-ups operating in India. This study found that the disability inclusion practices and programs, social and professional networking opportunities, and career development factors of employees with disabilities vary across different types of studied organizations. The country specific context becomes relevant for the implementation of disability inclusion initiatives. The findings are relevant to HR executives, who are entrusted with the responsibility of accommodating employees with disabilities. This paper serves as a guiding principle for rolling out initiatives targeted towards employees with disabilities.