Human Resource Function Research Articles

The Role of Human Resource Management in Institutional Effectiveness: A Comparative Study of Two Ghanaian Universities

This paper examined the role of human resource management in institutional effectiveness. The objectives were to examine innovative strategies adopted by two public universities in Ghana to promote effectiveness in human resource management as part of the quality assurance strategies of such universities and compare the various systems used in managing human resources in both institutions. Using a comparative qualitative case study research design through semi-structured interviews and content analysis, the study found that both institutions did not have comprehensive (stand-alone) human resource (HR) policies to guide everyday HR practices however, separate policies existed for specific HR functions. Again, KNUST has a decentralised section for specific units but UENR operates a centralised human resource division. The study found that both institutions did not have strong systems for conducting HR audits. The study recommends that universities put structures and mechanisms in place to ensure continuous organisational feedback, perform a functional audit and design systems for assessment of HR policies to ensure that they are responsive to institutional/national laws and policies and promote effectiveness.

A study of Artificial Intelligence impacts on Human Resource Digitalization in Industry 4.0

Artificial Intelligence (AI) has opened up tremendous opportunities in the workplace through robotics innovation, which envelops both AI and the Internet of Things (IoT). Precision, Efficiency, and Flexibility are considered the potential benefits of Industry 4.0. The implementation of Industry 4.0 requires a lot of changes, including the Human Resource (HR) function. In Industry 4.0, the HR capability is more critical and gives an upper hand to the organization. The HR capability should be more cautious and adaptable to adjust to the difficulties and requirements. We study the contributions of AI in HR digitalization and practices in Industry 4.0. 271 HR experts working in Information Technology (IT), Manufacturing, and administration are selected to participate in this review focusing on five AI applications in HR capability and three elements of HR readiness. The information collected was examined utilizing the Statistical Package for Social Sciences (SPSS) tool and Analysis of Moment Structures (AMOS). The results uncovered that hierarchical organization examination is a fundamental part of acquiring sustainable development. Adaptability and human asset capability are upheld by each of the five components of AI application areas of HR. Well-being and Safety improvement were viewed as vital components under the AI application in HR.

Pengembangan Manajemen Sumber Daya Serta Manajemen Kinerja Dalam Meningkatkan Fungsi Kualitas Sumber Daya Manusia: Suatu Kajian Literatur

This article aims to review and attempt to confirm the concept of development of resource management and performance management in improving the quality function of human resources. The research method used is qualitative and literature studies or library research. Based on the results and discussion, it can be concluded that for the development of human resources and performance management in improving the quality function of human resources based on the concept, it can be done through: (a) Management training and development, (b) Identification of training and development needs, (c) Benefits, Training and development objectives, (d) Training Methods, (e) Benefits of performance management and (f) Performance measurement,(g) Performance management objectives.

STANDAR KOMPETENSI SDM PENYELENGGARA PERKERETAAPIAN MODERN

The impact of industry 4.0 is very significant on the use of human resources (HR) due to changes in the technology used, including the presence of modern railways. The development of railway technology in Indonesia is increasing rapidly. HR related to the implementation of modern railways requires additional competence in order to ensure the safety of the transportation system. This study is intended to analyze the need for HR standards of competency in the modern railway sector and evaluate the readiness of the regulator in preparing its human resources. Standards of competency are identified using Gap Analysis through benchmarking. Meanwhile, SWOT Analysis is used to evaluate the HR preparation. The results of the analysis show that there are 6 core technologies of modern railways that distinguish modern railways from conventional ones, namely Civil infrastructure and tracks, Rolling Stock, Electric power facilities, Signaling and telecommunication facilities, Operation Control Center, and ICT (Information and Communications Technology) System. The HR competency on modern railways must be able to support the use of these core technologies. Eleven main functions of modern railways HR and their respective competencies are developed. These additional competencies include aspects of safety, ICT, integrated systems, and working culture. SWOT analysis result shows that the organization is still weak internally but has opportunities from external parties. The biggest opportunity is the high demand from the industry and operators for certified HR. Its strength is only in terms of the contribution of the Education and Training Institutions which is considerable in meeting market needs. Almost all elements of the Input-Process-Output-Outcomes of Education and Training aspects identified in this study are still weak, although with varying degrees of weaknesses. The main weakness from the education and training side is the limited budget and the lack of competence of regulators and training instructors, as well as the education and training curriculum and syllabus that still need to be prepared. The quality of education and training facilities is also a major weakness. The main weakness in terms of regulation is that the SKKNI is not yet prepared. This study recommends the need to prepare HR that meet the standards of competency, including increasing the role and capacity of education and training institution, the role and preparation of regulators, as well as the need for SKKNI.

Importance of Employing Artificial Intelligence in Improving Human Resources Functions

The topic of artificial intelligence (AI) has been the subject of extensive study. Currently, nearly every business is introducing some form of AI into its operational areas in an effort to boost staff productivity. Our research in this paper is based on an analysis of how HR has changed as a result of the increased use of AI. Specifically, the study built a research model to investigate how the IT industry in Libya views artificial intelligence, how easy it is to use, and how much of an impact AI has had on human resources. The research data was gathered from 300 employees at 20 different IT Companies in Libya through the use of a self-administered questionnaire. Research assumptions were tested using a correlation coefficient and regression model, which showed that AI is positively associated with better human resources practices. The analysis results also demonstrate that the mediators given in perceived ease of use and perceived usefulness positively and significantly mediate the relationship between AI and human resources functions.

Importance of Employing Artificial Intelligence in Improving Human Resources Functions

Importance of Employing Artificial Intelligence in Improving Human Resources Functions

Human Capital Development and Industrial Sector Performance in Pre And Post Covid-19 Era: The Australian Experience

The importance of the ravaging pandemic on human development and industrial sector performance cannot be overemphasized. This is because an improved and quality industrial output is a function of quality human resources. This study explicitly examined the effects of the ravaging pandemic on human development and industrial sector performance in Australia during pre and post COVID-19 era. Human development was measured with the Human Development Index (HDI), Inequality Adjusted HDI (IHDI), Multi-dimensional Poverty Index (MPI) and the Gender Development Index (GDI) while the Earnings before Interest, Tax, Depreciation and Amortization (EBITDA) and the Industry Value Added (IVA) were used to capture the trend in Australia’s industrial sector performance during pre and post COVID-19 era. Data were sourced from Australian Bureau of Statistics (ABS), the United Nations Development (UNDP) Report and World Bank indicators. The study findings revealed, amongst others, that human quality was better off before the pandemic than after it and this was explicitly reflected in the country’s industrial output, as a better performance was recorded before the pandemic than after it. Australia, like China, needs more aggressive net zero CO2 emission policies including those relating human development to industrial output. Aggressive export diversification would help her economy recover faster from the adverse effects of the ravaging pandemic through effective and efficient utilization of her renewable energy sources.

Changing public attitudes toward the employment of formerly incarcerated people: The role of “human resources social advocacy”

AbstractThis registered report aims to evaluate the extent to which the human resources function can change public attitudes toward a controversial social issue. Focusing on the employment of formerly incarcerated people, we explore the novel concept of “human resources social advocacy” (HRSA), an interventionist approach through which HR might pro‐actively change and/or shape people's minds on social issues via the communication and conveyance of ideas related to HR matters of public interest. We seek to test the effectiveness of two HRSA interventions in reducing public stigma toward the employment of formerly incarcerated people. One makes a moral case (“Changing Hearts”) and the other makes an instrument case (“Changing Minds”) for including formerly incarcerated people in the labor market. We also explore which of the two interventions is more effective at achieving normative change. This research will have important implications for the “societal effects” of human resource management.

JOB RESOURCE DEMAND FOR RESEARCH PERFORMANCE IN PRIVATE UNIVERSITY THROUGH WORK ENGAGEMENT

The social role of lecturers as a part of the intellectual community is by doing research. This is questionable due to the low research results that show competence and work engagement in the novelty of science. The ability to understand paradigms, methodologies, and violations of a psychological breach in private tertiary institutions as an important aspect that has not received much attention. The research objective is to obtain an explanation of the ability and PCF (psychological contract fulfillment) as an antecedent for work engagement among lecturers for extra-role performance in the form of social identity theory. An explanatory survey of university permanent lecturers conducted in Kopertis IV (Coordinator of Private Universities, area IV, West Java and Banten province, Indonesia) with covariant-based SEM (Structural Equal Modeling). The analysis shows the importance of work engagement to support the social role of lecturers for the expansion and development of knowledge. Work engagement based on ability and psychological contract fulfillment have a significant influence on the extra-role of lecturers. The practical implication is to optimize the governance function of human resources (HR) to optimize abilities and encourage companies to build long-term orientation with lecturers to fulfill psychological bonds with lecturers.

Data-driven human resource and data-driven talent management in internal and recruitment communication strategies: an empirical survey on Italian firms and insights for European context

PurposePrevious research assumes that technologies 4.0, particularly big data, may be highly relevant for organizations to increase human resources (HR) communication strategies, but the research provides little or no evidence on whether and how these tools are applied in employees and labor market relations. This study intends to offer a first insight on the adoption of data-driven HR/talent management approach, contributing to the ongoing debate on the Industry 4.0. This study aims to investigate the use of 4.0 technologies in HR and talent management functions, focusing also on the adoption of big data analytics for internal and recruitment communication.Design/methodology/approachThe analysis of the literature enables to define the research questions and an exploratory web survey was carried out through a structured questionnaire. The analysis unit of the empirical survey includes the communication and marketing managers of 90 organizations in Italy, examined in the Mediobanca Report on the “Main Italian Companies.”FindingsFindings highlight a lack of the use of 4.0 technologies and big data analytics in employee and labor market relations and reveal some sectoral differences in the adoption of 4.0 technologies. Moreover, the study points out that the development of HR analytics is hampered by short-term perspective, data quality problems and the lack of analytics skills.Research limitations/implicationsDue to the exploratory research design and the circumscribed sample from a single country (Italy), further cross-national evidence is needed. This study provides digital communication managers with useful insights to improve the data-driven HR/talent management approach, which is a strategic asset for ensuring a sustainable competitive advantage and optimizing business performance.Originality/valueThe study offers an overview about the use of big data analytics in internal and recruitment communications. Considering the alignment between Italian and European trends in the use of big data and in the adoption of HR analytics, the study can provide insights also for other European organization.

THE ROLE OF ARTIFICIAL INTELLIGENCE (AI) IN RECRUITMENT AND SELECTION OF EMPLOYEES IN THE ORGANISATION

One of the most innovative technologies now available is known as artificial intelligence (AI), and it is already altering the manner in which we live in a number of ways. In recent years, it has been more common practise in the recruiting industry to make use of enormous volumes of data in order to find applications, analyse applicant profiles, conduct interviews, choose the top prospects, and so on. As a consequence of this, it has the potential to influence the function of human resources, the perspective of people looking for work, and the general culture and policies of the firm. Because recruiters may not be aware of the availability of this technology or because the businesses that are adopting this technology may still be in the beginning stages of the adoption process, this circumstance presents a number of challenges that are closely related to the actual conditions that exist in the real world. This encourages us to do further research on the subject so that we can inform members of the public about the potential benefits of the technology.
 First, artificial intelligence improves the application experience by cutting down on the amount of time and effort spent on the process by the HR manager. This frees up resources that can be used toward enhancing the overall productivity of the company. According to a poll conducted by the Sage Group, more than twenty-four percent of businesses all over the globe are already using AI in their candidate selection and evaluation procedures. More than half of all HR managers have shown interest in using AI solutions over the next 12 months. Second, according to the World Economic Forum (WEF), roughly 75 million of the world's already existing occupations will be gone. Because of the addition of 133 million new job roles and positions, the human resources department is going to be under a great deal of stress. This is particularly the case because of the rise of artificial intelligence (AI) and machine learning (ML), both of which will cause the organisation to hire more HR professionals to handle the increased workload.

The Past, Present, and Future of Enterprise Resource Planning

Enterprise Resource Planning (ERP) is a software system designed to facilitate the automation and management of essential business operations inside businesses, with the aim of achieving optimum performance. ERP software facilitates the integration and synchronization of data across various business processes inside an organization. This results in the establishment of a unified and reliable source of information, which in turn optimizes the efficiency and effectiveness of operations throughout the whole firm. The platform has the capability to integrate a company's human resource functions, financials, manufacturing, supply chain, operations, reporting and commerce into a unified system. The objective of this article is to provide a comprehensive examination of the historical progression and evolution of ERP systems, while also highlighting contemporary advancements facilitated by digital breakthroughs such as cloud computing. The research methodology used in this work included doing a comprehensive evaluation of scholarly literature sourced from academic publications as well as industry sources. The study revealed that ERP systems have undergone significant transformations compared to their predecessors, like MRP (material resource mapping) systems and IC (integrated control) packages. The ongoing transformations are seen in conjunction with the emergence of cloud computing and advancements in modern technologies such as artificial intelligence. Numerous scholarly publications have already examined the progression of Enterprise Resource Planning (ERPs). However, the distinctive value of this particular article lies in its comprehensive coverage of the latest advancements in the field, including debates on cloud-based ERPs and postmodern ERPs.

HUMAN RESOURCES PRACTICES IN METROPOLITAN MUNICIPALITIES IN CONTEXT OF PERFORMANCE INDICATORS

To evaluate the level of reflection of the human resources management approach to public institutions, in particular metropolitan municipalities, through performance indicators is the aim of the research. The research data were obtained from the 2021 activity reports of 30 metropolitan municipalities. The concept of human resources, which has been adopted in for-profit private sector businesses, has also been used by public institutions in recent years. The efficiency of human resources comes to the priority in improving the quality of public services offered to local people. It is understood that 190 of the 5998 performance indicators included in the 2021 activity reports of the metropolitan municipalities within the scope of the research are related to the human resources functions. The most used human resources function was training and development at a rate of 47% (90) among the performance indicators. Afterwards, it is understood that subjects such as motivation of employees and mentoring (20%; 38 items) are included. It has been determined that there is only 1 performance indicator for selection and placement and career management. The limited level of performance indicators related to human resources constitutes the impression that metropolitan municipalities cannot fully transition from the understanding of personnel management to human resources management in terms of content.

Driving CSR and Sustainability Culture: Role of HR

Although Corporate Social Responsibility (CSR) has been an extremely critical pillar for many years now, the role that the human resources function plays in facilitating a more socially responsible and sustainable organisation remains unclear. In practice, this lack of clarity is due to the multiple factors including not integrating the human resources (HR) and CSR functions. This article provides a broader perspective on the role HR should play in CSR and Sustainability as well as its impact beyond organisational boundaries. The overall orientation of the HR leadership to ensure that it recognises the criticality of CSR and its own role in facilitating this charter in an organisation as a key metric for the function itself, is an important step in this direction.

Organisational Learning and Knowledge Sharing Culture in Township Schools: An Exploration of Effective and Ineffective Practices

Literature underscores that the Fourth Industrial Revolution (4IR) promises to bring with it a host of technical and socially oriented innovations and changes that will pressure educational institutions to incorporate the concept of knowledge management (KM) in their educational, human resource, curricular and co-curricular administrative functions. In light of the many challenges confronting township schools such as the lack of proper infrastructure, the lack of learning and technological equipment and insufficient budget, the primary objective of this qualitative study (involving a sample of 20 participants), was to draw parallels between the effective and ineffective knowledge sharing practices in three township schools in the city of Emalahleni in Mpumalanga Province, South Africa. The study found that of the three schools under study, only one school practiced effective knowledge sharing, while the other two schools were found to be ineffective in their practise of knowledge sharing. Thematic analysis indicated that, in both schools, ineffective knowledge sharing was precipitated by a counter collaborative culture, top down communication and decision making, absence of Ubuntu (i.e., humanity, tolerance and mutual respect) among staff, the principals’ inaccessibility to non-managerial staff, and chronic teacher absenteeism. Based on these findings, the study proposes that best practices from the school that was found to have practiced effective knowledge sharing be emulated throughout the landscape of township schools in South Africa.

How hard can it be? A qualitative study following an HRT implementation in a global industrial corporate group

PurposeThe purpose of this paper is to critically study the implementation and contextualization of the human resource transformation (HRT) management model within the human resources (HR) function of a global industrial company group.Design/methodology/approachA qualitative case study that includes two data collections.FindingsImplementation of the HRT model led to tensions and conflicting interpretations of the mission of the HR function, and a “tug of war” about the distribution of work both within HR and between HR and line management. Splitting the HR function into three legs made the HR function's learning cycles more difficult. The corporate group had a decentralized and diverse business culture, and contextualization of the HRT model to this setting highlighted the model's embeddedness in the American business culture of centralization and standardization. Implementation of the model also entailed a transition from an employee to an employer perspective within HR.Research limitations/implicationsFor an assessment of HR's total work other parts of the HRT model (Ulrich and Brockbank, 2005) need to be involved since HR professionals in the insourced or outsourced shared service center (SSC) and Center of Expertise (CoE) and the e-HR tools are equally important for executing the total HR's mission. Further studies of the problematic human resource business partner (HRBP) role are needed and also what the development of e-HR solutions means for the HR profession.Practical implicationsThe authors argue for a continuous development of HR work, along with closer professional contact both with line managers (LMs) and within the HR function, for improved learning cycles and a need for contextualization when implementing management models.Social implicationsThe paper discusses the HRT model's impact on HR practitioners’ and LMs’ work practice.Originality/valueThis article shows the need for contextualization when implementing management models. The lack of such contextualization led to severe tensions, and the intentions of an efficient and respected HR function were not achieved. The study contributes an evaluation of the tensions between HRT as a normative and standardized model in business settings accustomed to variety and decentralized decision-making.

Managing managerial coaching: the role of stakeholders

PurposeThe purpose of this paper is to discuss several obstacles that can reduce the effectiveness of managerial coaching. Furthermore, the paper highlights the role played by various stakeholders [i.e. the organization, senior leaders, the human resources (HR) function and managers] in overcoming or reducing the potency of such obstacles.Design/methodology/approachThe views presented here have been derived from the authors’ professional experience in managerial coaching and a review of the literature on managerial coaching.FindingsThe authors discuss six common obstacles to effective managerial coaching: time for coaching, willingness to coach, ability to coach, employees’ ability and willingness, societal expectations and the intrusion of technology. They describe the critical role of various stakeholders (i.e. the organization, senior leaders, the HR function and line managers) in overcoming or mitigating the impact of such obstacles, thus contributing to effective managerial coaching.Originality/valueA discussion of the obstacles to effective managerial coaching and the role of stakeholders in managerial coaching is valuable for organizations that seek to enhance the performance of employees through managerial coaching.

Human Resource Functions and Job Performance in Public Institutions in Kamwenge District Local Government

The study aimed at investigating the relationship between Human Resource function and employee job performance in Kamwengye district. Particularly, to establish the influence of supervision on job performance in Kamwenge District. The research design was cross sectional research design. The study was informed by 69 respondents who participated in the study and these were selected using simple random sampling and purposive sampling whereby data was conducted using questionnaire survey and interview guide. The data was analysed using descriptive, inferential statistics, and content analysis. The study found and concluded that supervision has a strong statistically significant association with job performance

Presenteeism as a moral hazard problem: Implications for the human resource management

Abstract Information asymmetry about the employee's state of health means that workers may decide to work (or not) when they are sick, which turns presenteeism into a principal-agent relationship. From this new perspective, presenteeism can be explained by some distinct and original factors such as implicit incentives related to motivation and a sense of autonomy (empowerment, job usefulness, and recognition) and explicit incentives given by wages and other non-economic benefits (training and career prospects). In a sample of European workers using multilevel (by country) Tobit models, we find that short-term incentives and workers' empowerment increase presenteeism, while long-term incentives reduce it. As expected, supervision is ineffective in controlling presenteeism, while relationships based on trust have a positive impact. Finally, we propose several practices related to incentives, training, monitoring, occupational health and safety and job design specifically intended to manage presenteeism and its consequences in six areas of the human resources function.

Green Training and Development and Job Delight as Determinants of Green Employee Behavior and Employee Retention: An Empirical Study on Hotels and Tourism Corporations

Organizations, in general, have been emphasizing the green human resource management practices in the last two decades in order to change employees` attitudes and evoke their positive behaviors. Management can elicit employees` positive attitudes and behaviors through implementing green training and development, as one of the main human resources functions. The aim of this study was to explore the link between green training and development, green employee behavior, and employee retention. In addition, the study tried to assess the role of job delight as a mediating variable in the relationship between green training and development, green employee behavior‎, and employee retention. The study was conducted and collected data from 287 employees working with hotels and tourism ‎corporations listed in Amman Stock Exchange in Jordan to assess the proposed relationships. Results showed that the relationships between green training and development, green employee behavior‎, and employee retention were positively significant. The study also found that job delight significantly contributed as a mediator in these relationships. Academic and managerial implications of these findings were discussed.