Human Resource Management Function Research Articles

Use of Digital Technologies for HR Management in Germany: Survey Evidence

Abstract Using a survey with 57 German firms, we evaluate the level of digitalization of the human resource management (HRM) function and document perceived benefits and barriers of technology adoption from organizational and individual users’ perspectives. The results give reason for optimism. Most of the companies report that the core HR processes are digitized. We do not observe adverse effects of the digital HRM tools on users’ job satisfaction and work stress. Still, more than half of companies do not yet use digital tools for strategic HRM decisions. Respondents appreciate the increased speed and cost-efficiency of digital HR processes and associate them with a competitive advantage in talent acquisition. The most prominent barriers to adoption are lack of qualified professionals, high costs, and uncertainty regarding the legal framework. Additionally, we test whether small- and medium-sized enterprises differ systematically from larger organizations in how they use digital HRM tools.

The machine/human agentic impact on practices in learning and development: a study across MSME, NGO and MNC organizations

PurposeThe importance of learning in development in increasingly dynamic contexts can help individuals and organizations adapt to disruption. Artificial intelligence (AI) is emerging as a disruptive technology, with increasing adoption by various human resource management (HRM) functions. However, learning and development (L&D) adoption of AI is lagging, and there is a need to understand of this low adoption based on the internal/external contexts and organization types. Building on open system theory and adopting a technology-in-practice lens, the authors examine the various L&D approaches and the roles of human and technology agencies, enabled by differing structures, different types of organizations and the use of AI in L&D.Design/methodology/approachThrough a qualitative interview design, data were collected from 27 key stakeholders and L&D professionals of MSMEs, NGOs and MNEs organizations. The authors used Gioia's qualitative research approach for the thematic analysis of the collected data.FindingsThe authors argue that human and technology agencies develop organizational protocols and structures consistent with their internal/external contexts, resource availability and technology adoptions. While the reasons for lagging AI adoption in L&D were determined, the future potential of AI to support L&D also emerges. The authors theorize about the socialization of human and technology-mediated interactions to develop three emerging structures for L&D in organizations of various sizes, industries, sectors and internal/external contexts.Research limitations/implicationsThe study hinges on open system theory (OST) and technology-in-practice to demonstrate the interdependence and inseparability of human activity, technological advancement and capability, and structured contexts. The authors examine the reasons for lagging AI adoption in L&D and how agentic focus shifts contingent on the organization's internal/external contexts.Originality/valueWhile AI-HRM scholarship has primarily relied on psychological theories to examine impact and outcomes, the authors adopt the OST and technology in practice lens to explain how organizational contexts, resources and technology adoption may influence L&D. This study investigates the use of AI-based technology and its enabling factors for L&D, which has been under-researched.

The effects of cross-cultural differences on HRM functions: the case of multinational corporations in Kuwaiti community

PurposeWith increasing globalization, the importance of referring to cross-cultural contexts is also amplifying in the contemporary era. The models, framework and dimensions devoted to such situations are increasingly mannered in practice today. With due consideration derivation to the input manner, an organization’s performance is also taken aside for its increasing marginality. The following study aims to examine the American multinational oil and gas company operating in Kuwait's oil sector to evaluate the respect. The branch has a total of 600 employees, which were all included in the data collection phase. Hence, the results derived with cumulative aspects of leadership, power distance and organizational value as their impact on human resource management (HRM) functions.Design/methodology/approachThrough the quantitative approach of a self-adapted questionnaire, 101 responses were collected, and through SPSS Version 22, results were discreet.FindingsThe results reverted with the manual that the cultural dimension of Hofstede, i.e. power distance, did not have an apparent impact on the HRM functions. Whilst leadership and organizational values had their dissolved set of effects on HRM functions of the chosen firm. However, HRM functions were apparent enough to have its impact upon leadership, power distance (PD) and organizational value accumulated. Opening to the opportunities where in the future studies, a greater extent of population as well as variables could be considered for a better impact.Research limitations/implicationsThe Major limitation of the study is related to the number of respondents as the research was conducted solely for the chosen branch of this private oil and gas firm in Kuwait, which makes its results limited and narrowed in the analysis phase. Moreover, the methodology selection did not do justice to the resulting research’s agenda, which was restricted due to the pandemic’s situation. Where with a better and respective methodology approach, better results could be attached.Originality/valueThe rationale of research refers to the gap concerning theoretical aspects within a field of business. As for the resulting study, in a cross-cultural management setting, the relevancy and implication of HRM functions concerning their transparency have not been explored. Globally, in different industries, the, study of similar nature has been conducted but has not examined, the fossil fuel industry particularly, which would be the focal point of this research.

Governance of Human Resources Management in the Digital Era

Human resource management (HRM) in the digital era cannot be separated from the industrial era 4.0 and society 5.0. The purpose of this research is to explore HR governance/management in today's digital era. The method used in this research is the qualitative method. The results of the study, namely human resources (HR), are described as a means for HRM to create value and need to be seen as an important part of interdepartmental business analysis. In the next section, a detailed explanation is given about the methodology adopted in uncovering the perceptions of human resource management scholars on both the function of human resource management in the digital world as well as the role of human resource managers, namely with regard to proper management of HRM, so that it will have a multiplier effect on improving individual and organizational performance. The conclusion is that an effective and appropriate HRM is needed so that individual and organizational performance can increase optimally and sustainably.

The Application of Maintenance Functions in The Human Resources Management of Islamic Financial Institutions

Sharia Savings and Loan Cooperatives are unique in that they must balance their business principles with high and volatile work demands. The care function of human resource management is an essential aspect of ensuring employee well-being and job satisfaction within organizations, including sharia savings and loan cooperatives. This study specifically focuses on examining the application of maintenance functions at KSP BMT Surya Abadi Jenangan Ponorogo, an esteemed Islamic financial institution that has experienced rapid development in Indonesia and has contributed to economic improvement through its diverse financing products. This research aims to provide valuable insights into the organization's practices and contribute to the broader understanding of human resources management in Islamic institutions and ultimately improve the quality of their workforce and service performance. Through a comprehensive analysis, this study has illustrated the practices carried out by the organization in maintaining employee welfare and retention. KSP BMT SURYA Abadi Jenangan Ponorogo demonstrates efforts in prioritizing employee welfare and retention, with notable aspects including occupational health and safety, communication, and human resource welfare programs, although improvements are needed, particularly in the area of occupational health and safety.

A REVIEW PAPER ON INDUSTRIES REVOLUTION 4.0 POWERING THE FUTURE OF HEALTH CARE SECTOR

In the age of globalisation and digitization, the ability of computers to perform tasks normally associated with intelligent beings is known as artificial intelligence (AI), which can play a critical role in assisting in dealing with every type of business and function of human resource management in a proficient and timely manner. The unparalleled data processing capabilities of AI and ML in the pharmaceutical industry serve as a harness in the enhancement and improvement of efficiency in diagnostic assistance and clinical trials, pharmaceutical marketing, foster innovation, quality control, reduce materials waste, improve production reuse, perform predictive maintenance, and improve decision-making skills. The Fourth Industrial Revolution (industries 4.0) in Health Sector implement artificial technologies to performed functions by machines and small robotic systems programmed to do human-like tasks result great potential to transform drug discovery by accelerating the research and development timeline. This technology is being adopted by many pharmaceutical companies to help with the drug discovery and development process, which will enable them to work on a variety of research-oriented projects to improve health facilities and easily cure the diseases in the future. With the development of artificial intelligence and machine learning, the pharmaceutical industry is undergoing significant advancement like decrease the time interval gap from development of a drug product to its commercialization. We will discuss the various roles of AI and ML in health care sector and challenges in this article. As a result, this clearly demonstrates that artificial intelligence has a positive impact on the pharmaceutical industries.

Human Resource Management In Special Education

Human resources need to be managed properly so that they can play a role in accordance with their functions. That is why there is a need for human resource management. Human resource management is a process related to the implementation of human resource management or management functions which are directly handed over to the school education unit to be developed in accordance with the potential possessed by the school. The scope of human resource management includes: employee planning; employee procurement; employee coaching and development; promotion and mutation; dismissal of employees; compensation, and employee assessment. All of that needs to be done properly and correctly so that what is expected can be achieved

The Utilisation of Electronic Human Resources Management (e-HRM) in Malaysian Public Listed Companies

Human resource management (HRM) is expected to become more strategic as a result of the development of internet-based HRM technology, or e-HRM, according to the rhetoric associated with it. Using a survey dataset, data for the study were collected from 396 companies listed on the Bursa Malaysia Stock Exchange for the years 2016–2020 using a survey designed to identify the e-HRM functions used by companies and which HR functions contribute to e-HRM usage within an organisation. It was found that most companies use e-HRM in at least one to two HRM functions, with the highest digitalisation use found in Payroll and Employee Benefits. These results indicate that HR professionals should work closely with digitalisation and human capital to better understand and subsequently implement technologies in order to fully embrace digital HRM technology.

Rewards System for Google Classroom

Abstract: The Rewards system for college student, this abstract will explain about how group of 3 students will help student’s finish their assignments and they get reward out of it (Pavlov experiment). This will help both the Teacher and student have their work done in time. Students will get rewardfor completing assignments this could be achieved using monetary system. Google ads Sens will help provide money in case if this is your doubt, also need of sponsors at early stages then it could be used in many ways as an extension for e.g. In Google classroom, MS Teams, Topper, or any other newer application. That is easy to implement and very enjoyable for the students. Reward systems are central to the Human Resource Management function. Their purpose is to attract talented individuals , motivate them and retain those that have a better fit with the organization. Rewarding is one of the factors that influence student learning outcomes so it is important to describe the reward given by the teacher, the teacher's perception of the reward and the student's perception of the reward given by the teacher. Then student Redeem the point and get rewards like canteen voucher, library voucher, Bus subscription.

Human Resource Management (HRM) Functions in Organizational Development and Sustainability in Nigeria

Human Resource Management (HRM) Functions in Organizational Development and Sustainability in Nigeria

The Impact of Artificial Intelligence Bias on Human Resource Management Functions: Systematic Literature Review and Future Research Directions

Artificial intelligence (AI) has become a valuable tool for facilitating Human Resource Management (HRM) functions. Although, it should be noted that AI has a specific character side away from other technology. Publications covering this knowledge area have grown sharply, however the scholarly covering the impact of AI bias inHRM is scarce. This paper studies this area and goes deeper to explore the future research areas by conducting a systematic literature review for 598 papers from Scopes and Emerald insight databases of which 34 articles were selected after implementing the PRISMA tool and quality evaluation stage. Results generated revealed that biased AI applications are negatively affecting performance management, compensation, staffing and training and development. Apart from that future research domains and questions have been outlined and identified from organizations’ and employees’ perspectives.

THE INTERACTION EFFECT OF JOB DESIGN AND PUBLIC SERVICE MOTIVATION ON THE JOB PERFORMANCE OF MALDIVES CIVIL SERVICE EMPLOYEES

Previous research has shown that people select public sector jobs for meaningful work. In this regard, the meaning of work comes from the way work is conceived, as represented by the model given by Hackman and Oldham (1975), which can have important implications for work-related behaviour. Therefore, this research analyses how job characteristics would influence civil servants' Public Service Motivation and how this leads to the interaction between job characteristics and job performance of those working in the Maldives Civil ServiceThis research used a quantitative design approach and a cross-sectional data collection approach. Data were collected from 370 employees from different public service offices in the Maldives Civil Service. The findings from this research indicate a positive association between job characteristics and job performance. Similarly, job characteristics positively impact public service motivation (PSM), which also affects job performance. In addition, an interaction was observed; detailed findings are given in the research paper.The findings of this research suggest significant implications to those who implement HR, thereby providing insights to improve the job design and human resource management functions of civil servants. In addition, the study presents essential findings on the importance of job characteristics on job performance from the context of the public sector of South Asian countries. It also highlights the need to improve job characteristics to increase the motivation of public sector employees.

HRM and disenfranchisement: Working beyond organizational boundaries to tackle societal barriers

From a practical perspective, employers have the potential to serve as an important societal mechanism for tackling grand challenges like disenfranchisement because they wield significant financial, social, human, and political capital. We posit that they may also have an obligation to take positive action to help solve issues in the community in which they operate. One of the main ways in which employers interact with society is through the labor market, as represented by the human resource management (HRM) function. We believe that HRM has significant capacity for addressing disenfranchisement beyond the boundaries of the organization through both functional and normative policies and programs. Based on recent ethics-HRM scholarship, we go beyond the typical business case approach to present a moral argument based in utilitarian and universal theoretical perspectives for why employers should seek to mitigate the impact of George et al.'s (2016) four societal barriers that lead to disenfranchisement. We build a 2 × 3 matrix model based on HRM's societal support role (Podgorodnichenko, Edgar, & McAndrew, 2020), as well as pictorial models, that provides practical recommendations related to the HRM responsibility areas of staffing, compensation, and training and development designed to prevent disenfranchisement.

THE IMPACT OF DISCIPLINE AND INTEGRITY ON THE PERFORMANCE OF TELKOM EMPLOYEES IN THE SOUTH SURABAYA REGION

Discipline and integrity possessed by employees is a reflection of the company's performance, both of which will be able to affect employee performance. Maintaining the discipline and integrity of employees is one of the important functions of operational human resource management because the better the level of discipline and integrity of employees, it will simultaneously affect the company's performance. This study aims to determine the impact of discipline and integrity on employee performance. Discipline is tested through example, waskat (attached supervision), firmness. Integrity is tested through honesty, consistency, commitment.
 Performance is tested through the quality of work, responsibility, cooperation.
 The research method is quantitative with a sample taken of 110 Telkom employees in the South Surabaya Region. The data analysis technique uses the Structural Equation Modeling (SEM) method using IBM SPSS Statistics and AMOS version 24 software. The results of this study indicate that discipline and integrity have a significant influence on the performance of Telkom employees in the South Surabaya Region

РОЗВИТОК КАДРОВОГО ПОТЕНЦІАЛУ ПІДПРИЄМСТВА В СУЧАСНИХ УМОВАХ: ТЕОРЕТИЧНІ ТА ПРАКТИЧНІ АСПЕКТИ

The article considers theoretical aspects of the "human resources" concept and its development. In particular, approaches to the semantics of the "human resources" concept were given; the constituent elements of the enterprise’s human resources potential were characterized. There are: personnel, professional, physiological, qualification-intellectual, organizational, structural, cultural, moral, moral and psychological components. The components of ensuring the development of organization’s human resources were characterized. Among them are: financial, organizational, informational, motivational, scientific and methodological support. Attention was paid to practical aspects of the enterprise’s human resources development in modern conditions. In particular, the functions of human resources management (planning, organization, motivation, control) were characterized. The directions of improvement of human resources management were proposed, among them are: providing equal opportunities for promotion according to transparent criteria, creating conditions for the protection of personnel health and safety, providing opportunities for the growth of qualification level, development of staff competencies, creating a comfortable social and psychological microclimate in the team, matching the level of remuneration with the level of individual contribution to collective success, creating an atmosphere of trust in the team and individual units, forming a team spirit, etc. The need to include in the priorities of the company's policy and strategy – ensuring the development of personnel potential – is indicated. Systematic, permanent, but moderate personnel development should be included in the value set of the enterprise. Emphasis was placed on the need to unite the team not only by common goals, but also by common ideas of development. Special attention was paid to such a method of human resources development as mentoring, in particular, such types as mentoring-supervision, formal and informal mentoring, situational and "cross" mentoring. The advantages of this method were given in terms of a systematic approach to management (for a new employee, for a mentor, for the organization as a whole).

Employee recruitment technologies as a human capital management tool

Introduction. Taking into account the need of companies to increase their efficiency and competitiveness, the study of modern technologies of recruiting employees acquires significant relevance. Recruiting has become more popular with the advent of new digital technologies and applications that have made it more complex through the use of specialized tools and modern approaches. The quality of personnel selection determines the future effective economic activity of the company and lays the foundation for its development. Purpose. Study of employee recruiting technologies, their comparison, determination of their success and impact on the development of human capital management. Method (methodology). The methods of analysis, synthesis, comparison, substantiation, statistical analysis, abstract-logical, graphical and tabular analysis were used in the process of work. Results. As a result of the research, the work analyzed trends in the level of vacancies in the EU and Ukraine, compared external and internal recruitment technologies, their success and impact on the development of human capital management. It is proposed to consider the recruitment of employees as a tool for the development of the company's human capital management, which, unlike the recruitment of personnel, which is a normal process, performs a strategic function of human resources management, which aims to attract, evaluate and select potential employees in order to achieve the company's business goals. It has been established that the job market in the EU and Ukraine have similar shrinking tendencies, which differ only in the intensity of the processes. Thus, almost half of all vacancies in Ukraine are vacancies in Kyiv, a fifth are vacancies in Lviv and abroad, and foreign vacancies have positive growth dynamics, in contrast to the opposite dynamics in Ukraine. A comparison of external and internal recruitment technologies was made. It is shown that internal recruiting contributes to the development of the company's human capital, because it uses its internal potential and retains talented employees. Among the external recruiting technologies, the most famous are headhunting, outstaffing and outsourcing. Of the listed technologies, only headhunting contributes to the development of personnel management due to the segregation of highly qualified specialists from other companies. Outstaffing and outsourcing have either a neutral or a negative impact on staff development.

Industry 4.0 and Its Implications on Human Resource Management Practices: A Systematic Literature Review and Bibliometric Analysis

The integration of digital technology into diverse industries and service sectors is revolutionizing workplaces and reshaping human resource practices. The incorporation of cutting-edge technologies associated with the Fourth Industrial Revolution, commonly known as Industry 4.0, is redefining the dynamics of work, learning, leadership, management, recruitment, and interpersonal interactions. This paper aims to provide an in-depth understanding of Industry 4.0 and its implications on human resource management (HRM), promoting directions for HRM professionals and academics to confront the challenges associated with Industry 4.0. The study utilized a methodology of bibliometrics analysis including network analysis, co-citation network, historiography, cluster analysis, three-field analysis, thematic map, and content analysis (CA) to analyze 269 documents from the Scopus database to identify hitherto research on this topic of HRM and industry 4.0. Additionally, a systematic literature review (SLR) was conducted to propose future research directions in industry 4.0 and HRM practices. The findings suggest that the focus of research in this field is on the impact of Industry 4.0 on various HRM functions such as recruitment, selection, orientation, training and development, performance analysis, and compensation management for human capital acquisition, nurturing, and retention. The study offers managerial insights for organizations to navigate the evolving landscape and leverage digital technology for enhanced HR functions, thereby effectively managing their workforce.

FLEXIBILITY OF HUMAN RESOURCE MANAGEMENT DURING COVID-19 IN JORDANIAN TOURISM COMPANIES

The purpose of this cross-sectional study is analyzing the impact of human resources management flexibility on employee efficiency and effectiveness during the COVID-19 pandemic. A questionnaire was distributed electronically using a convenient sampling of 261 managers from Jordanian tourism companies. The results showed a statistically significant impact (α ≤ 0.05) of the flexibility of managers, including flexibility of skills, capabilities, and human resource management functions, especially performance evaluation, on the efficiency and effectiveness of employees. Finally, Jordanian tourism companies should involve their employees in many qualification courses to train and develop them to acquire more skills in using IT systems and adopt flexible incentive, promotion, compensation, and reward systems. Keywords: Flexibility of Managers, Flexibility of HRM Functions, COVID-19 Pandemic, Jordanian Tourism Companies DOI： https://doi.org/10.35741/issn.0258-2724.58.3.30

ВЛИЯНИЕ ДЕГЛОБАЛИЗАЦИИ НА УПРАВЛЕНИЕ ЧЕЛОВЕЧЕСКИМИ РЕСУРСАМИ

Deglobalization is not synonymous with withdrawing from the world economy. It is a process of restructuring the world economic and political system in such a way that the latter builds up the potential for growth and the national economy and does not complete it. Deglobalization means the transformation of the global economy into an economy, an all-encompassing environment around transnational corporations, an environment, an all-encompassing environment around people, peoples and communities. Elective deglobalization valuations that capture customers with inflated performance, quality and cost expectations, but in a more challenging environment. It also matters to the Human Resource Management function to adapt to changing organizational characteristics and to add many transporters. This article first looks at global trends, the role of HRM, and the implications of deglobalization and culture for HRM. Ulrich’s predetermined human resource management model and Hofstede’s model are models of individual cultural characteristics. Knowledge, understanding of local employment practices, technical skills and innovations are becoming increasingly important, especially in multinational corporations, with influence directed against some countries and their citizens.

Training and its Impact on Employee Performance: A Study on Nepalese Local Level Government Offices' Employees

Training is an integral part of the human resource management function. The efficiency or performance of an employee can be enhanced by providing time-to-time training. The effort put from the side of an organization also brings the effectiveness of the training. Similarly, the number of trainings conducted and the content, as well as the duration of the training, has also the relation in impact on the performance of employees. The paper is also concerned with the impact of training on employees' performance among the local level government employees of Nepal. The paper has surveyed the 300 local level employees of three districts of Nepal, namely; Chitwan, Nawalpur, and Parasi. The study found that the local level governments' employees think that their performance is mainly influenced by off-the-job training and the effort done from the side of an organization while conducting a training program.