Human Resource Management In Context Research Articles

HUMAN RESOURCE MANAGEMENT: ANALYSIS OF TEACHER RECRUITMENT STRATEGIES

This study delves into the recruitment strategies of teachers within the framework of human resource management. Utilizing the Systematic Literature Review (SLR) approach, the research involves a review and identification of journal literature following established procedures. Journal articles are sourced from Google Scholar and Publish or Perish. Data collection follows the Population, Intervention, Comparison, and Outcome (PICO) method. The research findings reveal variations in teacher recruitment strategies, highlighting the complexity of approaches used by various educational institutions. The implications of these findings can offer further insights for the development of effective policies and practices in teacher recruitment within the context of human resource management in the field of education

Challenges and Implications of Implementing and Enforcing Minimum Wage Orders in Malaysia and Impacts towards Employee Motivation

With an emphasis on the context of human resource management and employee motivation, this article examines the implementation and effects of minimum wage policies in Malaysia. This review of the literature looks at several research that look into the connections between minimum wage laws, employment, income disparity, and worker motivation. The results imply that, depending on variables including labor market conditions and sector-specific dynamics, minimum wage rules may have both favorable and unfavorable effects on employment. Furthermore, the impact on employee motivation is managed and the function of human resource management in guaranteeing adherence to minimum wage laws is examined. In order to motivate workers and improve organizational performance, the article emphasizes the significance of fair and competitive salaries. In order to fully comprehend the effects of minimum wage laws, it also highlights the necessity of efficient enforcement techniques as well as the inclusion of other elements like labor market institutions and collective bargaining. The study ends by urging more investigation to properly understand the intricate connection, specific to Malaysia, between minimum salaries, employee motivation, and organizational outcomes. Overall, this article sheds light on the significance of sustainable salaries and efficient HRM techniques in fostering employee engagement and business success within the framework of Malaysia's minimum wage laws.Keywords: human resource management, wage, motivation, employee, salary, incentive 1. IntroductionThere has been interest in the state of affairs regarding the enforcement and implementation of minimum wage orders in Malaysia. The Minimum Pay Order 2012 was gazette on July 16, 2012, and it imposed minimum wage rates on firms with more than five workers as of January 1, 2013, and on employers with five or less workers as of July 1, 2013. (Ibrahim and Said, 2015). It is noteworthy, therefore, that companies offering professional services that fall under the Malaysian Standard Classification of Occupation (MASCO) were left out of this arrangement. In order to guarantee that minimum wage rules are followed, enforcement tactics are essential. The task of selecting an effective enforcement strategy to establish and enforce the minimum wage is one that the government must tackle. Importantly, though, this directive did not apply to businesses that provided professional services as defined by the MASCO. The use of enforcement tactics is essential to guaranteeing that minimum wage regulations are followed. In order to successfully implement and enforce minimum wage legislation, the government must decide on an appropriate enforcement strategy (Basu et al., 2009). The success of minimum wage laws as a whole may depend on how well they are enforced. Research has indicated that minimum wages have the ability to reduce measured pay inequality by compressing salaries among high and low-paid workers (Bell, 1997). Further investigation is necessary to determine the precise effect of minimum wage regulations on wage inequality in Malaysia. It is important to remember that minimum wage laws may have different economic effects in underdeveloped nations than in industrialized ones. Because more workers are impacted by minimum wage in developing nations like Malaysia, it can have a more widespread effect (Lemos, 2009). More research would be necessary to fully comprehend the implications of minimum wage laws in the context of Malaysia's economy. As a result, Malaysia has continued to enact and enforce minimum wage orders. Minimum pay rates were established for several categories of employers by the Minimum Wage Order of 2012. When assessing the current state of affairs, it is crucial to take into account the efficiency of enforcement tactics as well as the influence minimum wage regulations have on income inequality. To completely comprehend the particular consequences of minimum wage laws in Malaysia, more research is required.

Rethinking Digital Nudging: A Taxonomical Approach to Defining and Identifying Characteristics of Digital Nudging Interventions

This paper brings together the latest thinking in research and practice on workplace change and the information technology tools and technologies that enable, and, in some cases, drive that change. We address the shifts in global business that focus leadership on innovation, the changing demographics of employee populations, and how these changes impact talent management and emerging methods and tools that enable HR professionals to be more effective and bring new value to their business enterprises. We detail emergent scientific research on how the millennial generation has transformed the workplace. We describe effective methods, tools, and technologies from actual workplace practice to provide practical insights that one can immediately use in a human resource management context. We also present new hypotheses and recommendations for how to leverage the various change scenarios.

Human Resource Management Challenges In The Tourism Industry In Iraq

As Iraq aims to develop its tourism industry to support economic growth following the conflict, a key question arises regarding the workforce needed to enable sustainable sector expansion. This paper explores the unique human resource management (HRM) challenges tourism companies face in this fledgling context through a qualitative study. Semi-structured interviews with eight HR executives from major hospitality firms revealed four major problem themes: recruiting skilled talent, excessive turnover, safety and well-being risks, and inadequate training infrastructure. The findings align with strategic HRM theory in that shortfalls in acquiring, motivating, protecting, and developing human capital obstruct the achievement of organizational growth, productivity, service quality, and continuity goals. Practical implications point to increasing public and private investments in formal tourism education, safety standards, and company-level development programs as priority actions to remedy crippling HRM constraints for the emerging Iraqi tourism sector. The paper spotlights an underexplored yet critically important HRM context, providing empirical insights to inform policies and practices that can unlock the sector's potential.

Unlocking the Power of Diversity Climate: How Does it Drive Employee Loyalty and Fuel Job Passion in Human Resource Management

Purpose-The study, rooted in Social Exchange theory, aims to examine the relationship between diversity climate and loyal behavior within the context of human resources management. Furthermore, it seeks to analyze the mediating role of job passion in this relationship. The primary objective of this research is to understand the connection between diversity climate and loyal behavior while shedding light on the role of job passion as a mediator in this relationship. By employing two distinct methods, this study aims to comprehensively explore the interplay of these factors in the organizational context.Design/Methodology/Approach-The research was meticulously designed and conducted through two primary approaches. In the first phase, quantitative data was gathered using a comprehensive questionnaire, amassing responses from a total of 312 participantsin the industrial field. For the second phase, a qualitative methodology was employed, involving face-to-face interviews conducted with 91 selected participants. This mixed-method approach enables a robust exploration of the dynamics between diversity climate, job passion, and loyal behavior.Results-The outcomes of both quantitative and qualitative investigations concur, revealing a notable impact of diversity climate on loyal behavior among employees. This impact manifests itself consistently and significantly across both studies, underlining the significance of diversity climate as a predictor of employee loyalty. Additionally, the research uncovers the moderating role of job passion in this equation, indicating that the degree of passion for a job can influence the strength of the relationship between diversity climate and loyal behavior.Discussion-The findings of this study not only confirm the previously hypothesized relationship between diversity climate and loyal behavior but also provide deeper insights into the underlying mechanisms. The observed interaction of job passion as a moderating factor adds an extra layer of complexity to the understanding of this relationship. Notably, the nuanced analysis of different sub-dimensions of job passion reveals contrasting impacts; while harmonious passion mitigates the relationship between diversity climate and loyal behavior, obsessive passion exacerbates this relationship. These findings underscore the intricate nature of employee engagement and loyalty within the context of diverse workplaces, emphasizing the need for a holistic approach to managing workforce diversity in human resources management.

Transformational Leadership in Human Resource Management: A Bibliometric Analysis of Academic Research on its Impact and Organizational Implications

The present study offers a thorough bibliometric analysis of scholarly literature pertaining to the subject of "Transformational Leadership in Human Resource Management". The objective of this study is to examine the influence of transformational leadership within the context of human resource management (HRM) and its consequences for organizations. By employing a bibliometric methodology, a comprehensive dataset comprising peer-reviewed articles, conference papers, and other scholarly publications was compiled through data collection from diverse academic databases. The analysis elucidates the trends and patterns observed in the research, encompassing aspects such as the frequency of publications, growth patterns, and the extent of collaboration among authors and institutions. The study focused on the identification and comprehensive analysis of key themes and sub-topics pertaining to the concept of transformational leadership within the field of Human Resource Management (HRM). Moreover, the present study examines the spatial distribution of scholarly research and underscores the areas that have made the most noteworthy contributions. The results of this study illustrate the escalating fascination with transformational leadership in the field of human resource management (HRM) over time, suggesting its expanding significance in the realm of organizational leadership methodologies. This study investigates the effects of transformational leadership on different human resource management (HRM) functions, including employee motivation, job satisfaction, and performance. It aims to provide insights into the beneficial impact of transformational leadership on organizational outcomes.
 Keywords: Transformational Leadership; Human Resource Management; Organizational Implications

Effects of Psychological Antecedents of Engagement on Organizational Performance: Mediating Role of Employee Engagement

This study aims to assess the influence of psychological antecedents of engagement on the performance of public sectored organizations in a developing nation within the context of human resources management and public sector management. The study proposed a conceptual model comprising 7 hypotheses tested with employment of the structural equation modelling-partial least squares. Data was gathered using structured questionnaire from 303 public employees from 10 public sectored organizations in Nigeria. The results revealed that of the three main psychological antecedents of engagement, psychological meaningfulness antecedents of engagement and psychological safety antecedents of engagement directly influenced employee engagement. However, no effect was found for psychological availability antecedents of engagement. The finding also showed that employee engagement mediates the relationship between psychological antecedents of engagement and organizational performance. The most significant effect was established in the relationship between psychological meaningfulness antecedents of engagement and employee engagement. The limitation of this study relates to its generalizability because it focuses on only the public sector organization. Additionally, it is cross-sectional research, and the lack of time which a longitudinal study will have could make the findings broader than it is.

Institutional isomorphism and sustainable HRM adoption: a conceptual framework

PurposeThere is a major lacuna in sustainable human resource management (HRM) research regarding the theoretical context of its adoption or implementation. Consequently, the purpose of this study is to examine the relative influence and interactive effects of different levels of institutional isomorphisms on sustainable HRM adoption.Design/methodology/approachThis study applies the conceptual method and anchors the discussions on the institutional theory and the extant literature on the antecedents of sustainable HRM implementation.FindingsInternal and external institutional isomorphisms will have complementary (synergies) or substitution (trade-offs) effects on sustainable HRM adoption. Furthermore, external institutional isomorphic pressures related to societal values and culture and stakeholders’ sustainability demands are likely to have greater influence on sustainable HRM implementation relative to the internal institutional isomorphic pressures related to managerial sustainability values and attitudes; sustainability-related HRM competencies; resource availability; and perceived sustainability benefits.Originality/valueThis study proposes a novel multi-level conceptual model on the implementation context of sustainable HRM for testing empirically. Furthermore, this study generates insight on how different levels of institutional isomorphic pressures relatively and interactively (synergies versus trade-offs) affect sustainable HRM adoption. This is significant because there is a view that HRM as a discipline is theoretically weak. Although the field has advanced theoretically, one of the areas that need more theorisation is the context of HRM. Hence, this study advances the theoretical context of sustainable HRM implementation through the perspectives of the institutional theory.

The Influence of E-HRM on Modernizing the Role of HRM Context

Human Resource Management (HRM) practitioners must play multiple roles to achieve both functional and organizational objectives. In the current business environment, Electronic Human Resource Management (E-HRM) is a pervasive application of Information Technology (IT), and its global adoption is now widespread. This study’s primary objective is to determine the effect of E-HRM implementation in Sri Lanka on the evolving HRM function. The study employed a qualitative methodology. On the basis of prior research, a study framework was formulated. After collecting the findings, the researcher analyzed the data using the study framework. To answer the research question and attain the research objectives, the researcher compared the theory to the findings during the analysis. The researcher determined that HRM was unfamiliar with E-HRM applications but was utilizing E-HR tools in their daily operations. According to the study, HRM places a greater emphasis on administrative tasks. The greatest benefit of implementing E-HRM practice is that it liberates HRM from intermediary roles, allowing them to focus on strategic planning in HR organizations and transforming HR practitioners from administrative paper handlers to strategic planners.

An artificial intelligence algorithmic approach to ethical decision-making in human resource management processes

Management scholars and practitioners have highlighted the importance of ethical dimensions in the selection of strategies. However, to date, there has been little effort aimed at theoretically understanding the ethical positions of individuals/organizations concerning human resource management (HRM) decision-making processes, the selection of specific ethical positions and strategies, or the post-decision accounting for those decisions. To this end, we present a Throughput model framework that describes individuals' decision-making processes in an algorithmic HRM context. The model depicts how perceptions, judgments, and the use of information affect strategy selection, identifying how diverse strategies may be supported by the employment of certain ethical decision-making algorithmic pathways. In focusing on concerns relating to the impact and acceptance of artificial intelligence (AI) integration in HRM, this research draws insights from multidisciplinary theoretical lenses, such as AI-augmented (HRM(AI)) and HRM(AI) assimilation processes, AI-mediated social exchange, and the judgment and choice literature. We highlight the use of algorithmic ethical positions in the adoption of AI for better HRM outcomes in terms of intelligibility and accountability of AI-generated HRM decision-making, which is often underexplored in existing research, and we propose their key role in HRM strategy selection.

Exploring anti-racism within the context of human resource management in the health sector in Aotearoa

Compelling evidence continues to demonstrate that racism is a modifiable determinant of health inequities. Despite growing recognition of this it is less clear how from a human resource perspective to engage in effective anti-racism.
 
 Through a review of human resource and anti-racism literature, the white, Indigenous and racialised authors examined existing approaches to anti-racism applicable to the health system in Aotearoa.
 
 Two systemic organisational approaches were identified: diversity training and dismantling institutional racism. Recruitment processes, talent management and retention were human resource specific sites for interventions. Insights from anti-racism scholarship including upholding te Tiriti o Waitangi and engaging in decolonising to enable transformative change.
 
 Power-sharing remains at the heart of anti-racism praxis. A health sector response needs to be co-created with Māori and those with the political will to enable transformation. Given racism has a geographic specificity, solutions need to be informed by the cultural, political, social, and historical context.

AI Decision Making with Dignity? Contrasting Workers’ Justice Perceptions of Human and AI Decision Making in a Human Resource Management Context

Using artificial intelligence (AI) to make decisions in human resource management (HRM) raises questions of how fair employees perceive these decisions to be and whether they experience respectful treatment (i.e., interactional justice). In this experimental survey study with open-ended qualitative questions, we examine decision making in six HRM functions and manipulate the decision maker (AI or human) and decision valence (positive or negative) to determine their impact on individuals’ experiences of interactional justice, trust, dehumanization, and perceptions of decision-maker role appropriateness. In terms of decision makers, the use of human decision makers over AIs generally resulted in better perceptions of respectful treatment. In terms of decision valence, people experiencing positive over negative decisions generally resulted in better perceptions of respectful treatment. In instances where these cases conflict, on some indicators people preferred positive AI decisions over negative human decisions. Qualitative responses show how people identify justice concerns with both AI and human decision making. We outline implications for theory, practice, and future research.

Exploring the context and interface of corporate social responsibility and HRM

This paper examines the interface between corporate social responsibility (CSR) and human resource management (HRM) within organisational settings. It draws on 29 interviews with senior CSR and HR professionals in 16 New Zealand organisations to explore the implications of CSR for HRM. Findings indicate that the pursuit of CSR can support HR strategy and practice because of functional complementarities and a common discourse around employee engagement and well‐being. However, the relationship can also involve territorial silos and tensions that vary according to contextual factors such as the scope and stage of CSR development; its structural location within the organisation; and situational features such as size and sector which help shape the resourcing and priorities of the two functions. This study contributes to knowledge and practice by adopting a contingency approach to advance the argument that integrating CSR principles into HR strategy and practices can, under favourable circumstances, promote ‘socially responsible’ HRM.

Artificial intelligence and human workers interaction at team level: a conceptual assessment of the challenges and potential HRM strategies

PurposeThis paper aims to specifically focus on the challenges that human resource management (HRM) leaders and departments in contemporary organisations face due to close interaction between artificial intelligence (AI) (primarily robots) and human workers especially at the team level. It further discusses important potential strategies, which can be useful to overcome these challenges based on a conceptual review of extant research.Design/methodology/approachThe current paper undertakes a conceptual work where multiple streams of literature are integrated to present a rather holistic yet critical overview of the relationship between AI (particularly robots) and HRM in contemporary organisations.FindingsWe highlight that interaction and collaboration between human workers and robots is visible in a range of industries and organisational functions, where both are working as team members. This gives rise to unique challenges for HRM function in contemporary organisations where they need to address workers' fear of working with AI, especially in relation to future job loss and difficult dynamics associated with building trust between human workers and AI-enabled robots as team members. Along with these, human workers' task fulfilment expectations with their AI-enabled robot colleagues need to be carefully communicated and managed by HRM staff to maintain the collaborative spirit, as well as future performance evaluations of employees. The authors found that organisational support mechanisms such as facilitating environment, training opportunities and ensuring a viable technological competence level before organising human workers in teams with robots are important. Finally, we found that one of the toughest challenges for HRM relates to performance evaluation in teams where both humans and AI (including robots) work side by side. We referred to the lack of existing frameworks to guide HRM managers in this concern and stressed the possibility of taking insights from the computer gaming literature, where performance evaluation models have been developed to analyse humans and AI interactions while keeping the context and limitations of both in view.Originality/valueOur paper is one of the few studies that go beyond a rather general or functional analysis of AI in the HRM context. It specifically focusses on the teamwork dimension, where human workers and AI-powered machines (robots) work together and offer insights and suggestions for such teams' smooth functioning.

The contribution of e-recruitment practices to e-recruitment outcomes in Russian companies

PurposeThe purpose of this paper is to investigate the impact of e-recruitment practices on e-recruitment outcomes in Russian companies.Design/methodology/approachThis study uses the quantitative approach based on a survey of a sample encompassing 449 companies in Russia.FindingsE-recruitment practices are positively related to e-recruitment outcomes. However, e-recruitment usage does not mediate the relationship between e-recruitment practices and e-recruitment outcomes.Research limitations/implicationsThe extent to which the findings of this research can be generalized is constrained by a single country and cross-sectional data.Originality/valueThe current study is the first to present the e-recruitment practices, including both internet-based ones and internal technology-enabled solutions, within the overall context of human resource management (HRM) digitalization in the companies and specific HRM outcomes.

HUMAN RESOURCES CHALLENGES FOR THE NEXT 10 YEARS: CASE STUDY OF TURKEY

Today, it is critical for businesses to utilize their resources to gain and sustain competitive advantage by having skilled workforce, retaining, and using employees in line with their business objectives and strategies. Therefore, possession of skilled workforce is recognized as one of the determining factors in the success of enterprises in today's competitive environment. It is important to emphasize that this can be achieved only with effective management policies and practices. The concept of globalization will not be missing within next 10 years considering that it has been one of the most important phenomena of the recent decades. In this context, human resources managers, who continue to remain “local” in terms of their knowledge and experience, need to improve themselves by learning new markets, new legislation, new cultures and different norms required by the changing business conditions. In the past, while practices known as employee record keeping, social work duty, personnel management were constituting the main understanding of Human Resource Management (HRM), following the industrial relations, HRM processes have started to be subject to major change and transformation. Currently, HRM has become a critical topic for the organizations due to its significance and impact on their strategic management. Within this context, application, and transformation of HRM is the focus of this study within the projections about its future considering the potential problems may have been encountered during this transformation process. Therefore, this study will examine the difficulties and challenges that may be experienced by HR managers within the next 10 years. Firstly, the current problems of HRM and the main discussions on this subject in the literature will be examined together with the predictions for the next 10 years. Later, in line with the survey results conducted to the HR managers in the Istanbul region, the discussions in the literature will be compared with the predictions of the local HR managers. Considering the complexity of human resources that derives from its own nature and the environment in which it operates, the everyday challenges experienced by HR professionals while handling their routine tasks should be discussed thoroughly by encouraging everyone to share their ideas and to put their best effort to improve their HR processes, policies, and practices.

Discriminated by an algorithm: a systematic review of discrimination and fairness by algorithmic decision-making in the context of HR recruitment and HR development

Algorithmic decision-making is becoming increasingly common as a new source of advice in HR recruitment and HR development. While firms implement algorithmic decision-making to save costs as well as increase efficiency and objectivity, algorithmic decision-making might also lead to the unfair treatment of certain groups of people, implicit discrimination, and perceived unfairness. Current knowledge about the threats of unfairness and (implicit) discrimination by algorithmic decision-making is mostly unexplored in the human resource management context. Our goal is to clarify the current state of research related to HR recruitment and HR development, identify research gaps, and provide crucial future research directions. Based on a systematic review of 36 journal articles from 2014 to 2020, we present some applications of algorithmic decision-making and evaluate the possible pitfalls in these two essential HR functions. In doing this, we inform researchers and practitioners, offer important theoretical and practical implications, and suggest fruitful avenues for future research.

SUSTAINABLE HUMAN RESOURCES MANAGEMENT (HRM) A STUDY IN TURKEY CONTEXT AND DEVELOPING A SUSTAINABLE HRM QUESTIONNAIRE

This paper tries to indicate a general framework about Sustainable Human Resources Management (HRM) practices of businesses in Turkey. For this purpose, the meaning and content of sustainable HRM, its prominent dimensions and current situation of its practices in businesses were questioned. The study was carried out with the explanatory design. The data were collected in 3 stages. In the first stage, the content analysis of the sustainability reports of 93 businesses was carried out by using Maxqda within the context of HRM. In the second stage, Delphi method was implemented with participation of 22 experts. In the third stage, the current situation of Sustainable HRM practices was analyzed. The Sustainable HRM questionnaire was developed by the researcher based on the findings of previous phases.

HR Practices, Customer-Focused Outcomes, and OCBO: The POS-Engagement Mediation Chain

The mechanisms through which HR practices impact employee-level and organizational-level outcomes continue to intrigue HR academicians and practitioners. More recently, within the context of human resource management (HRM), there is interest in understanding the role of engagement as a predictor of employee outcomes. More widely studied, is the mediating effect of perceived organizational support (POS) on the investment organizations make in their HR practices and outcomes such as turnover intentions, in-role and extra-role behaviors, and performance. This study provides additional insight into the relationship between individual HR practices and customer-focused outcomes and organizational citizenship behaviors (OCBO) through two interdependent mechanisms: the POS-engagement chain. Data were collected from a municipality in the Southwest region of the U.S.A. The results indicate the POS-engagement mediation chain occurs between training, pay for performance, selection, promotional opportunities and decision making and the outcomes of customer experience, customer commitment, and OCBO. Our study has contributed to debates concerning whether POS or engagement is an underlying mechanism relating HR practices and important outcomes that benefit the organization. By developing and testing a model that integrates both POS and engagement as a mediating chain linking HR practices to customer- focused outcomes and OCBO, we hope that that further investigations of the impact that HR practices have on outcomes such as customer-focused outcomes and OCBO, utilize the POS-engagement mediation chain as a key mechanism through which organizational outcomes occur.

A passenger running west on a ship headed east: positioning Turkish HRM on the convergence and divergence continuum

PurposeThe purpose of this paper is to understand whether circumstantial factors in Turkey create a unique approach to human resource management (HRM) determining its place on the convergence and divergence continuum.Design/methodology/approachTurkish HRM literature, based on 39 journal articles published between the years 1998 and 2018, are analyzed through an institutional theory lens using content analysis.FindingsThe ambiguity of the convergence and divergence issue in Turkey may be argued as HRM is still not considered as a primary management function in Turkey. There appear to be only a small number of original studies that preserve cultural values as well as follow new trends within the discipline.Originality/valueThis study broadens the understanding of the developmental trajectories of HRM by examining the context, history and advancement of HRM in Turkey as an example of developing economies.