Human Resource Management Approach Research Articles

INTEGRASI PERILAKU DAN KOMPETENSI KEPEMIMPINAN TRANSFORMASIONAL DALAM MENUNJANG KINERJA ORGANISASI ( Studi organisasi Kantor “x”)

Abstract. This case study explores the influence of transformational leadership style in facilitating innovation and synergy in an institution. Through the analysis of conceptual relationship diagrams among various operational elements within the organization, this study demonstrates how transformational leadership impacts decision-making processes, innovation, and competency enhancement. In this context, leadership acts not only as a decision maker but also as a motivator inspiring active participation and commitment from team members. The emphasis on consultation and coordination in decision-making illustrates the implementation of democratic practices supporting a collaborative and inclusive work environment. Furthermore, the study identifies innovation as a central pillar driving the institution to adapt to changes and meet the dynamic market needs. Initiatives such as the implementation of modern technology and new approaches in human resource management are illustrated as key components in the organization’s innovative strategy. The findings of this case study underscore that transformational leadership is effective in triggering organizational growth and sustainability by integrating innovation and collaboration. The implications of these findings provide important insights for other institutional leaders in designing leadership strategies that not only direct the organization to achieve its targets but also ensure ongoing adaptation and growth in a continually changing environment. This study offers valuable contributions to the literature on organizational leadership, particularly in the context of institutions operating in the era of globalization and digital transformation.

A comprehensive examination of human resource management elements and organizational performance

Comprehensive analysis is to offer an extensive summary of the present condition of the research on the connection between organizational performance and HRM components. Using the PRISMA criteria as a guide, a comprehensive investigation of electronic database work was done to locate relevant publications published through the review date. To select empirical research that analyzed the effects of different Human Resource Management (HRM) components on the performance of organizations, inclusion criteria were developed. The quality of the chosen studies was evaluated severely and data were retrieved for synthesis. The results of a wide range of studies analyzing several facets of HRM, such as employee engagement, pay as well as benefits, performance evaluation, training and development, recruitment along with selection, have been gathered in this systematic review. The review evaluates the quality of evidence pertaining to the established correlations between HRM aspects and organizational performance, as well as the diverse approaches utilized in the literature. The review offers an advanced understanding of the intricate relationship that exists between HRM components and organizational performance. It points out gaps in the existing body of knowledge and makes recommendations for future study topics that provide useful takeaways for HR specialists and organizational executives looking to improve overall performance through strategic HRM approaches.

Contemporary Human Resource Management Practices and Diversity in Changing Business Environments

Human resource management (HRM) serves as the cornerstone for organizations to achieve strategic objectives, address staff welfare, and enhance customer satisfaction. This study delves into the pivotal role of HRM in shaping organizational activities, particularly in the transition from personnel management to strategic HRM. It underscores the importance of aligning HRM strategies with overall organizational goals and examines various HRM practices and techniques. This study adopts a qualitative research design aimed at exploring the pivotal role of human resource management (HRM). The findings revealed that by exploring contemporary challenges and employing these techniques, coupled with the expertise of HR practitioners, organizations can effectively mitigate challenges and leverage opportunities. Moreover, a well-coordinated HRM approach, involving all levels of the organization and stakeholders, facilitates market expansion, strengthens brand reputation, and enhances talent retention and attraction. This study adopts a qualitative research design aimed at exploring the pivotal role of human resource management (HRM).

The Relationship Between Strategic Human Resource Management Practices and the Employment of Vulnerable Workers: A Two-Wave Study Among Employers.

To improve the inclusion of vulnerable workers in the labor market, employer behavior is key. However, little is known about the effectiveness of strategic Human Resource Management (HRM) practices that employers use to employ vulnerable workers. Therefore, this exploratory study investigates the association between strategic HRM practices (based on social legitimacy, economic rationality and employee well-being) and the actual and intended employment of vulnerable workers in the future. In total, 438 organizations included in the Netherlands Employers Work Survey participated in a two-wave study with a nine-month follow-up period. Logistic regression models were used to estimate the relationship between strategic HRM practices (T0) with the employment of vulnerable workers (T1) and intentions to hire vulnerable workers (T1), while controlling for organizational size, sector, and employment of vulnerable workers at baseline. Employers who applied strategic HRM practices based on social legitimacy (e.g., inclusive mission statement or inclusive recruitment) or economic rationality (e.g., making use of reimbursements, trial placements, or subsidies) at T0 were more likely to employ vulnerable workers and to intend to hire additional vulnerable workers at T1. No significant results were found for practices related to employee well-being. Since different types of strategic HRM practices contribute to the inclusion of vulnerable workers, employers can build on their strategic priorities and strengths to create inclusive HRM approaches. Future research is needed to study whether these strategic HRM domains also relate to sustainable employment of vulnerable workers.

A Strategic Human Resource Management Approach to Facilitating Volunteer Legacies From Mega-Sport Events: The Moderating Impact of Gender and Experience in the Case of Rio 2016

Volunteers are crucial for successful event delivery, from community to mega-events. Mega-sport events (MSE) are sold on their generative potential for social legacies for host communities like volunteering to support future community and tourism activity. With the lens of the temporal extension of the socioecological framework (TESEF), we propose that strategic human resource management (SHRM) across the volunteer journey will facilitate post-MSE legacy. A previously used online questionnaire and then structural equation modeling (SEM) are used to test 10 hypotheses with 4,824 Rio 2016 Olympic and Paralympic Games volunteers. Analysis revealed four predictors (SHRM: recruitment, job allocation, and supervision; and Motivational: variety) have significant positive effects on overall satisfaction. However, volunteer training and overall satisfaction had a highly negative influence on legacy potential. SEM revealed the moderating effect of volunteers??? gender and prior experience. Gender moderated five relationship paths and experience moderated six relational paths. MSE management implications are explored.

Framing a strategic, stakeholder and contextual view of employee assistance programmes: A systematic review and an integrated conceptual model

AbstractScholars across disciplines (e.g., medicine and health, human resource management, organizational behaviour) have paid increasing attention to employee assistance programmes (EAPs) over the past 40 years. Our study systematically reviewed 327 EAP studies published in peer‐reviewed journals from 1980 to December 2021. We provided both descriptive and thematic analyses of this body of literature. We revealed that existing research has not paid sufficient attention to the role of multiple stakeholders, the importance of context and the strategic nature of EAPs, all of which are critical to EAP effectiveness. To fill these gaps, we develop an integrated conceptual model for EAP research that highlights the stakeholder perspective, strategic human resource management and contextual approach. We argue that EAPs cannot yield desirable outcomes without three forms of ‘strategic fit’: the internal fit between EAPs and a bundle of HR strategies; the organizational fit between EAPs and business strategies; and the environmental fit between EAPs and the environmental contexts. We suggest that employees and other diverse stakeholders should proactively engage in the EAP process to achieve mutual gains.

Strategic HRM in the logistics and shipping sector: Challenges and opportunities

Strategic Human Resource Management (HRM) plays a critical role in the success and sustainability of organizations, particularly in dynamic and competitive industries such as logistics and shipping. This review explores the challenges and opportunities inherent in implementing Strategic HRM practices within the logistics and shipping sector. In recent years, the logistics and shipping industry has witnessed significant transformations due to globalization, technological advancements, and evolving customer demands. Consequently, HRM strategies must adapt to these changes to effectively manage human capital and drive organizational performance. One of the primary challenges faced by HR professionals in the logistics and shipping sector is the recruitment and retention of skilled talent. The industry's high demand for specialized skills, coupled with a shortage of qualified professionals, intensifies competition among companies. Moreover, the transient nature of employment in this sector, characterized by seasonal fluctuations and contract-based arrangements, complicates talent management efforts. Strategic HRM approaches must address these challenges by implementing robust recruitment strategies, offering competitive compensation packages, and providing opportunities for continuous learning and career development. Additionally, the logistics and shipping industry operates in a highly regulated environment with stringent safety and compliance standards. HRM practices must ensure that employees are adequately trained and compliant with industry regulations to mitigate risks and maintain operational efficiency. This necessitates the implementation of rigorous training programs, safety protocols, and performance management systems to uphold organizational standards and ensure employee well-being. Despite these challenges, Strategic HRM in the logistics and shipping sector presents significant opportunities for innovation and growth. Advancements in technology, such as automation and data analytics, enable HR professionals to streamline processes, enhance workforce productivity, and make data-driven decisions. Moreover, strategic partnerships with educational institutions and vocational training centers can facilitate the development of a skilled workforce tailored to the industry's evolving needs. Strategic HRM in the logistics and shipping sector is vital for addressing challenges, optimizing workforce performance, and capitalizing on opportunities for sustainable growth. By adopting a strategic approach to human resource management, organizations can navigate the complexities of the industry landscape and achieve competitive advantage in the global market.

Strategic HRM in the logistics and shipping sector: Challenges and opportunities

Strategic Human Resource Management (HRM) plays a critical role in the success and sustainability of organizations, particularly in dynamic and competitive industries such as logistics and shipping. This review explores the challenges and opportunities inherent in implementing Strategic HRM practices within the logistics and shipping sector. In recent years, the logistics and shipping industry has witnessed significant transformations due to globalization, technological advancements, and evolving customer demands. Consequently, HRM strategies must adapt to these changes to effectively manage human capital and drive organizational performance. One of the primary challenges faced by HR professionals in the logistics and shipping sector is the recruitment and retention of skilled talent. The industry's high demand for specialized skills, coupled with a shortage of qualified professionals, intensifies competition among companies. Moreover, the transient nature of employment in this sector, characterized by seasonal fluctuations and contract-based arrangements, complicates talent management efforts. Strategic HRM approaches must address these challenges by implementing robust recruitment strategies, offering competitive compensation packages, and providing opportunities for continuous learning and career development. Additionally, the logistics and shipping industry operates in a highly regulated environment with stringent safety and compliance standards. HRM practices must ensure that employees are adequately trained and compliant with industry regulations to mitigate risks and maintain operational efficiency. This necessitates the implementation of rigorous training programs, safety protocols, and performance management systems to uphold organizational standards and ensure employee well-being. Despite these challenges, Strategic HRM in the logistics and shipping sector presents significant opportunities for innovation and growth. Advancements in technology, such as automation and data analytics, enable HR professionals to streamline processes, enhance workforce productivity, and make data-driven decisions. Moreover, strategic partnerships with educational institutions and vocational training centers can facilitate the development of a skilled workforce tailored to the industry's evolving needs. Strategic HRM in the logistics and shipping sector is vital for addressing challenges, optimizing workforce performance, and capitalizing on opportunities for sustainable growth. By adopting a strategic approach to human resource management, organizations can navigate the complexities of the industry landscape and achieve competitive advantage in the global market.

Unlocking the relationship between ambidextrous leadership style and HRM practices in knowledge-intensive SMES

PurposeThis paper aims to explore the relationship between owner-manager or leader’s ambidextrous leadership style and its effect on human resource management (HRM) practices, contextual ambidexterity and knowledge-intensive small- and medium-enterprises (SMEs) strategic agility.Design/methodology/approachThis study presents an in-depth qualitative case study analysis of two knowledge-intensive SMEs from India’s information technology and health-care products industry serving a range of global clients. Using the theoretical lenses of empowerment-focused HRM practices, ambidextrous leaders, contextual ambidexterity and strategic agility, semi-structured interview data of leaders, managers and employees of the case organizations were analysed. Through a two-staged analytical process, we abductively developed a novel conceptual framework at the intersection of the above theoretical lenses.FindingsThe findings suggest that the knowledge-intensive SME’s strategic agility, ambidexterity and empowerment-focussed HRM approach was influenced by the owner-manager or leader’s ambidextrous leadership style and their philosophy towards managing people and had a positive impact in creating a culture of trust, participation, risk-taking and openness, and led to delivering innovative products and services as well as several positive employee-level outcomes.Originality/valueRecent literature reviews on HRM In SMEs highlight several gaps, including the impact of owner-manager or leader’s philosophy of managing people in shaping HRM practices and employee outcomes. This paper thus adds to the existing literature on HRM and knowledge-intensive SMEs.

AI: A knowledge sharing tool for improving employees’ performance

ABSTRACT The utilisation of artificial intelligence (AI) is progressively emerging as a significant mechanism for innovation in human resource management (HRM). The capacity to facilitate the transformation of employee performance across numerous responsibilities. AI development, there remains a dearth of comprehensive exploration into the potential opportunities it presents for enhancing workplace performance among employees. To bridge this gap in knowledge, the present work carried out a survey with 300 participants, utilises a fuzzy set-theoretic method that is grounded on the conceptualisation of AI, KS, and HRM. The findings of our study indicate that the exclusive adoption of AI technologies does not adequately enhance HRM engagements. In contrast, the integration of AI and KS offers a more viable HRM approach for achieving optimal performance in a dynamic digital society. This approach has the potential to enhance employees’ proficiency in executing their responsibilities and cultivate a culture of creativity inside the firm.

Operationalising employee capabilities post pandemic crisis: a sustainable HR approach

AbstractSustainability scholars argue that sustainable human resource management (HRM) promotes positive financial, social, and human capital outcomes. Sustainability linked with people management creates an enduring business. However, many challenges exist for firms implementing and maintaining a sustainable HRM program. Evidence suggests that these challenges could intensify in economic uncertainty, and firms' sustainable HRM endeavours will likely be abruptly terminated in an uncertain environment. This article explores the adverse outcomes of economic uncertainty and the potential value of a sustainable HRM approach. A model drawing on the Resource-Based View and utilizing Dynamic Capabilities and Absorptive Capacity highlights how the practitioner can operationalize a sustainable approach to HRM in times of uncertainty.

The Influence of Human Resource Management on Enterprise Benefits

In the global business environment, enterprises are facing increasingly fierce competition. To flourish in this challenging setting, an enterprise's human resource management (HRM) strategy is paramount. This study aims to delve into the ramifications of HRM on corporate benefits and how businesses can elevate their competitiveness via innovative HR strategies. Through an in-depth case study analysis of three representative enterprises — Alibaba, Tesla, and IKEA — this research elucidates their distinct HRM strategies and the specific repercussions on enterprise benefits. The findings indicate that companies that strategically align their HRM practices with their business goals tend to have better employee satisfaction, efficiency, and market positioning. To achieve enduring success, contemporary enterprises need to perpetually refine their HRM approaches, ensuring alignment with company objectives and adaptability to a fluctuating market landscape. Conclusively, exceptional HRM does not just amplify employee contentment and efficiency; it carves a decisive edge for enterprises in the cutthroat market arena.

Mitigating Tacit Knowledge Loss in South African State-Owned Companies: HRM Approach

This study is an interdisciplinary research that sought to explore knowledge loss risks interdependently in relation to the knowledge management (KM) and human resource management (HRM) disciplines in South African state-owned companies (SOCs). This study highlighted the significant role of knowledge-based HRM systems, which will naturally enhance the management capacity of tacit knowledge to mitigate risks and assist SOCs to deliver on a developmental mandate, as well as ensure their survival and the economic growth of developing nations. The paper aims to explore the connection between KM and HRM practices for the effective management of enterprise tacit knowledge loss risks using the SOCs of South Africa as a case. This study is a mixed methods research project, using the exploratory sequential design as a research strategy. Data were collected qualitatively through interviews with 20 purposively nominated human resource managers, and survey data was collected randomly from 25% (145 of the 585 responses) of the workers employed in SOCs. Qualitative data were analysed thematically using Atlas.ti and Statistical data were analysed using SAS and exploratory factor analysis. The relationship between HRM and KM practices in lessening the risks inherent in tacit knowledge loss, mainly from voluntary turnover, is underdeveloped in many South African SOCs. The study established that the role of HRM in supporting KM is limited and underdeveloped in many SOCs, largely because they are lagging in key structures and knowledge-centric cultures, behaviours and HRM practices to drive the effective management of company knowledge. This study assists HRM executives and KM practitioners to develop knowledge-driven HRM practices in order to mitigate risks from the loss of tacit knowledge, whilst ensuring sustained performance in public enterprises. The study and proposed strategies seek to influence the discourse, policies, practices and theories on KM and HRM praxis in companies to mitigate the risks associated with the loss of tacit knowledge.

Sustainability metrics of environmental sustainability in Iranian manufacturing sector: achieving through human resources.

The paper investigates the impact of green human resource management (GHRM) on operatives' green actions in Iranian businesses. GHRM is a human resource management approach that prioritizes environmental and social responsibility. The study uses a random sample of 385 managers and employees from Iran's industrialized businesses in all regions. The research uses partial least square structure equations modeling to evaluate the suggested framework. The results show that GHRM practices affect corporate social responsibility, green attitudes inside the workplace, and green activities taken by workers. In addition, a green mentality and a commitment to corporate social responsibility encourage environmental activities in the workplace. The green psychosocial environment and corporate social responsibilities are intermediaries between green human resources development and individual green behaviour in Iranian businesses. The study suggests that incorporating sustainability metrics into the human resource management system is vital for achieving a sustainable future in industrial development. The research has important implications for businesses around the world, particularly those in the manufacturing sector, by encouraging them to adopt more environmentally responsive methods, including reducing resource usage.

The Role, Nature and Contribution of Indian Emerging Market Multinational Companies in African Countries

This article examines factors pertaining to the development of Indian emerging market multinational companies (EMNCs) in African countries. India is a member of the BRICS grouping of developing countries, the others being Brazil, China, Russia and South Africa. Therefore, understanding its role, scale and dynamics of internationalising in the African context is particularly important. The following key areas are examined: the historical and socio-economic context, internationalisation strategies of Indian MNCs in African countries, home and host country factors, labour markets in host countries and human resource management (HRM) approaches of selected Indian EMNCs in particular African countries. Most work on international business and international HRM in Africa focuses on the Sino-Africa nexus. Both China and India are members of the BRICS grouping but have followed different trajectories in internationalising in the African context. This analysis helps fill a gap by evaluating the Afro-Indian relationship in business, particularly EMNCs from India. The analysis finds the following abiding themes in the historical connections and relationships of Indian EMNCs: the role of family-owned businesses, human resource development and long-term host country commitment.

Green Human Resource Management Approach: Implementation for Development Team and Organization (Mini Review)

The purpose of this scientific article is to prove between three variables from existing scientific articles about the variables in this study qualitatively by using a literature review, the research method used is qualitative by searching literature reviews from scientific articles from various reputable international journals Result discussion above answers everything presented by researchers in this scientific article, with a qualitative result that exists. The recommendations in this study provide a differentiating variable that is considered a research gap and can be used for other researchers with different objects such as differentiators Green Recruitment & Selection, Green Training, Involment, and Development, Green Performance & Compensation, Green Perfoamnce Management And Appraisal, Green Employee Involment Practices, Top Management, Environmental Oriental, Green Team Creativity and Organizational Sustainability, green culture, green OCB, green Values, Commiment HRM, Environmental Regulation, Green Creativity, Green Team Creativity and Technological Turbulence, sustainability performance, and emerging economy

AN OVERVIEW OF HUMAN RESOURCE MANAGEMENT APPROACHES IN ALBANIAN PUBLIC VOCATIONAL EDUCATION INSTITUTIONS

The management of human resources is considered a crucial component of the overall educational process. As a result, functions related to the management of human resources must be carried out as effectively as possible to meet the requirements relating to both individuals, institutions, and society goals. Human Resource Management (HRM) practices play a pivotal role in the success and efficiency of public vocational education providers, which serve as the foundation for a skilled workforce and sustainable economic growth in Albania. This study provides a comprehensive overview of HRM practices within the context of public vocational education (VE)institutions in Albania. It explores the current implementation of the HRM practices as well as challenges, trends, and emerging strategies in managing human capital to enhance the quality of education and ensure the relevance of vocational training in the Albanian labor market. The research draws upon a qualitative methods approach, combining interviews, document analysis, to examine HRM practices across multiple public vocational education providers (VEP) in Albania. Key findings highlight the current approach of recruitment and selection processes, professional development opportunities, and compensation and renumeration and its importance of effective in shaping the workforce quality and educational outcomes. Moreover, the study sheds light on the challenges faced by these institutions, such as limited financial resources, bureaucratic constraints, and the need for alignment with evolving labor market demands. The paper provides information that can be translated to set of recommendations for public vocational education providers and policymakers in Albania to enhance HRM practices. These recommendations encompass the need for increased flexibility, the implementation of strategic HRM approach and the development of comprehensive HRM policies that address the unique challenges and opportunities in the Albanian vocational education sector. In summary, this study offers a valuable insight into the HRM practices of public vocational education providers in Albania, emphasizing the critical role of human capital management in advancing the quality and relevance of vocational education in the country. The findings and recommendations presented herein provide a foundation for further research and policy development in this important field.

The Recruitment, Selection, and Motivation: Driving Employee Performance AKPAR NHI Bandung

This study aimed to examine the influence of recruitment, selection, and motivation on employee performance at AKPAR NHI Bandung, a college of hospitality and tourism in Bandung, Indonesia. A sample of 62 respondents, consisting of 20 academic staff and 42 administrative staff, was selected to participate in the study. Data were collected using questionnaires distributed to the respondents. The findings revealed that both recruitment and selection had a significant positive impact on employee performance. Effective recruitment practices, such as attracting and selecting qualified candidates, were found to be crucial in driving employee performance. Similarly, aligning candidates' qualifications with job requirements through a well-designed selection process positively influenced employee performance. However, no significant relationship was found between motivation and employee performance. These results underscore the importance of implementing effective recruitment and selection strategies to enhance employee performance. Organizations should focus on attracting and selecting highly qualified individuals while ensuring a good fit between candidates and job requirements. Efforts should also be made to foster employee motivation through recognition, career development, and a supportive work environment. The study contributes to the understanding of human resource management practices and their impact on employee performance in the hospitality and tourism industry. The findings highlight the need for strategic human resource management approaches that optimize recruitment and selection processes and address employee motivation.

A S trategic Human Resource Management Approach in Chaebol Hotels

Purpose: The purpose of this study is to examine how strategic human resource management practices are enacted in chaebol hotels, and also to evaluate the relationship between the SHRM practices and organizational effectiveness as experienced by employees, regarding the concept of organizational justice. Design/methodology/approach: The questionnaire survey for employees served to test hypotheses which examine the relationship between SHRM and the influence of these HR practices on organizational effectiveness, using multi-regression analysis. This research encompasses a total of 450 responses collected from individuals employed at chaebol hotels in Seoul and Busan. Findings: This study revealed that chaebol hotels hired competent employees who had language capabilities, used appearance as a selection criterion, and ensured that sophisticated selection methods were well established through the HR systems of numerous subsidiary companies. Employees consider the perceived injustices in the recruitment and selection process and the perceived unfairness in promotions. Research limitations/implications: All findings support the concept that the best practice, driven by collectivism, employment legislation, trade unions, and financial considerations, plays a significant role in managing HRM in chaebol hotels. This study contributes a new SHRM framework by integrating a combination of best fit, based on quality enhancement strategy, and best practices tailored to the specific organization. Originality/value: This study contributed to explore the SHRM framework for the Chaebol hotel sector with regard to providing both high quality of service and also a high price policy. This study provides guidelines for efficient SHRM to managers and practitioners who operate deluxe hotels and offers an essential material to gain a better understanding of a new SHRM framework in service organization.

Optimizing Organizational Performance: A Human Resource Management Approach in Higher Education

This paper aims to analyze organizational performance optimization through human resource management at one of the tertiary institutions in Banjarmasin. This study uses a descriptive qualitative approach. Data were obtained from the results of interviews, observation, and documentation. The data analysis was carried out in stages, starting with data reduction, data presentation, and conclusion. The study results show that optimizing organizational performance through human resource management at UNISKA Banjarmasin is carried out using; a focus on achieving vision and mission targets, competitive recruitment and selection policies, employee career development, sustainable performance appraisal policies, monitoring, and evaluation. This research has implications that there are various challenges in implementing human resource management in tertiary institutions, such as limited human resources, differences in culture and values, and difficulties in flexibility. Therefore, several solutions are needed to deal with these problems, such as using technology and automation, increasing awareness of values and culture, and developing employee engagement programs.