Human Resource Management In Companies Research Articles

Sustainable human resource management factors

Purpose of the research is to analyze works on the topic of sustainable human resource management, study factors, as well as identify and systematize specific practices for each category of factors.Research methodology. In this work, an analysis of existing publications in the Scopus database was carried out.Originality / value of the research. Although the concept of sustainable development is not new and has been actively studied since the 1960s of the last century, the study of sustainable human resource management as a separate concept dates back only about twenty years. Works from this period focus on exploring theory regarding the definition of concept, characteristics and functions, but the specific factors and practices through which sustainable human resource management in companies is expressed have not been explored much.Findings. The result of the study was the identified factors of sustainable human resource management, a model of sustainable human resource management formed based on the De Prince approach, as well as a systematization of practices for each of the identified factors. The article may be useful both for theoretical study of the concept and for practical application in companies by human resources management departments.

Digital Talent on Employee Retention: the Role of Employee Engagement as Mediation

Objective: This study aims to determine and analyze the effect between the variables of Digital Talent on Employee retention, the effect of Employee Engangement on Employee Retention, the effect of Digital Talent on Employee Engangement and the effect of Digital Talent on Employee Retention mediated by Employee Engangement.   Methods: The research was conducted using quantitative methods consisting of 3 variables, namely Digital Talent, Employee Retention and Employee Engangement. The population used is employees who work in the manufacturing sector in West Java province with a sample size of 170 respondents, the sampling technique used is probability sampling technique with random sampling method.  Data collection is done through google form in filling out an online survey using a Likert scale of 1-5. Data analysis in this study used the help of the SmartPLS software program version 3.0.   Results and Conclusion: The analysis explains that the higher the level of digital capabilities and skills possessed by employees, the more likely they are to stay with the company. Employees' engagement at work and their relationships with coworkers, management, and the company as a whole play an important role in linking digital talent with employee retention.   Implications of the research: This research has broad implications, both in the practice of human resource management in companies and in social dynamics in the world of work. By understanding the relationship between Digital Talent, Employee Engagement, and Employee Retention, companies can improve employee retention, promote employee well-being, and foster the growth of a more digitized industry.   Originality: This research brings novelty by focusing on digital talent in the manufacturing industry. This industry is traditionally known for its different work structures and varying levels of automation. In the face of the industrial revolution 4.0, manufacturing companies in West Java need to evaluate the impact of digital talent on their employee retention, having unique characteristics and challenges.

Does Human Resource Management Practices differ at different Job Categorical in Sugarcane Farming Organization?

Human resource management practices are implemented for achieving thecompany's business sustainability. Otherwise, many companies have not realized the importance of implementing human resource management practices themselves. This study aims to analyzing the implementation of human resource management practices based on technical and non-technical employees in two different work units, namely the head office and the factory at a sugarcane plantation company in East Java Province. Approximately 150 employees selected through the proportional random sampling method from two work units and different job categories were involved as the inside sample. This research uses inferential statistical analysis method. The results of the study show that technical and non-technical employees who work in two different work units have different responses to the implementation of human resource management practices that have been implemented. Differences that occur due to differences in competency requirements and work units are also different. Furthermore, the results of the study show that compensation and career development are two variables that are considered to still need more attention and improvement from the company. Overall, the research results can also be used as material for evaluation and policy recommendations for the implementation of human resource management in companies.

Mughas: the Integrated Green Hrm Model to Improve Business Performance

Purpose: The aim of this study is to examine the implementation an eco-friendly model in the company's human resource management practices.   Theoretical Framework: The Green HRM Policies, Specific Wings of Green HRM, and MUGHAS Integrated Green Human Resource Management are the three of main organizational constructs that are introduced in this study to examine their contribution and impact to the human resource management performance.   Design/Methodology/Approach: The study uses qualitative methods to obtain the necessary data using in-depth interviews. The sampling technique used is purposive sampling and snowball sampling. The data analysis starts from broke data into several categories, synthesizing, analyzing, and concluding.   Findings: The results of integrated green HRM model implementation are: 1) reduced costs, 2) improved resource efficiency, 3) reduced carbon footprint, 4) improved environmental performance, 5) improved corporate image, and 6) employees are more environmentally conscious. The procedures for implementing this integrated green HRM model are based on an evaluation management system (EMS), green intellectual capital (GIC), and corporate environmental citizenship (CEC). The effective green HRM model implementation plays a critical role in organizational performance.   Research, Practical & Social Implications: The study of green HRM model implementation process gives some practical and social implication includes the organization's vision and mission, commitment to providing eco-friendly technology, providing infrastructure for all stakeholders. In addition, empirical research must accurately depict the Green HRM extent implementation in human resource management practices, especially in Indonesia.   Originality/Value: The value of the study is MUGHAS integrated green HRM model implementation aims to change the direction of employee behavior to be more environmentally friendly to impact the progress of sustainable business practices in creating awareness of the company's human resources. Implementing green human resource management will encourage increased ability to create, increase competence, and maintain environmentally friendly morals for each employee.

Risk Influence of Employee Productivity on Business Failure: Evidence Found in Serbian SMEs

This research paper analyzes low productivity of company workforce as the key risk factor to business sustainability of a company, with special attention to small and medium-sized companies. The scope of research involves for-profit, and small and medium-sized companies doing business in Serbia. This paper explores whether poor human resource management, and, more particularly, low productivity of employees represent one of the key reasons for poor business performance and eventually failure of the company. The quantitative part of this research was conducted during 2022, by analyzing 468 small and medium-sized companies with less than 250 employees, who ended their business during 2021. Current theory determines human resource management in companies, the influence of different sorts on overall business performance, and employee productivity and its causal effects on business survival. This study attempts to cover identified literature gaps by analyzing the risk influences of low productivity on the failure of small and medium-sized companies, with special diversification between manufacturing and service-oriented companies. Key findings from this research were defined with the help of statistical learning methods, suggesting direct correlation of low productivity in the case of small services-oriented businesses and medium-sized manufacturing companies. Future work on this research includes extension of the analysis to other countries in the West Balkans region and the comparation of all determined causalities.

Analisis Pengaruh Kompensasi dan Beban Kerja Terhadap Turnover Intention

This study was conducted because turnover intention remains a common problem faced by companies, especially in the Cikarang area, Bekasi Regency. Compensation and workload are considered as factors that affect turnover intention. Therefore, this study aims to analyze the influence of compensation and workload on turnover intention as well as the influence of satisfaction on turnover intention in one of the companies in the area. Good human resource management is very important in creating employee welfare and achieving company goals. The analysis method used is quantitative method using survey type and data collection through questionnaires. This study used a sample of 32 people for the research sample. Therefore, the results of this study can contribute to the development of human resource management in companies, especially in addressing the problem of turnover intention.

Mediating Effect of HRM Practices between Service Quality and Customer Satisfaction in the Real Estate Industry in Metro Manila, Philippines: A Literature Review

Human resource management (HRM) practices have been highlighted as essential for boosting organizational efficiency and keeping a competitive edge. A company's human resource management (HRM) division is crucial in raising customer and employee satisfaction levels with its services. Studies have shown that human resource management practices simultaneously impact service quality and customer satisfaction. Customer service excellence is also essential in evaluating client happiness. This literature review seeks to understand how clients view service quality, what factors affect customer satisfaction, and how human resource management practices mediate these effects. The sources and references came from research databases such as Google Scholar, the Open Access Directory Journals, and other websites. The review findings suggest that service quality aspects impacting customer satisfaction are crucial. It provides evidence supporting this conclusion by showing that service quality positively affects customer satisfaction. Finally, effective HRM practices significantly impact service quality and customer satisfaction. Service quality, a multifaceted idea, is crucial in determining customer satisfaction. The five dimensions of the Service Quality paradigm provide a comprehensive framework for defining and enhancing service quality, particularly in the real estate sector. Customer loyalty and satisfaction can rise by offering exceptional service in the five areas mentioned above. Businesses may boost customer loyalty and happiness by providing high-quality service in these five areas. Companies that offer excellent service and a positive customer experience are likelier to keep their current clients and attract new ones.

STRATEGI MANAJEMEN SUMBER DAYA MANUSIA DALAM PENINGKATAN MOTIVASI KERJA KARYAWAN PADA PT GARUDA KARYA MANDIRI

This study aims to find out what strategies are carried out by the company in this case the human resource management department to increase work motivation at PT Garuda Karya Mandiri. The findings of this study are expected to be able to find out the strategies and steps taken by the company's human resource management to increase work motivation for employees in running the company's organizational wheels. Where we know that in the era of free competition that is so tight today, work motivation that remains high and well maintained will have an impact on achieving optimization of company performance. If this is realized in a company, it can be said that the company will be able to continue to grow, compete and survive very well. In an effort to always maintain employee work motivation so that it is always optimal, a certain strategy is needed by the company's human resource management to make the right steps in increasing employee motivation in the company. The method used in this study is a qualitative method using the motivational theory of Abraham Maslow in seeing and explaining the human need to live. The results of this study found that there were at least three main strategies carried out by the Human Resources Management of PT Garuda Karya Mandiri in increasing employee motivation, namely (1) Compensation Stability Strategy, (2) Firmness Strategy in the Application of Rewards and Punishments, (3) Clarity of Planning Strategy Career path.

THE INFLUENCE OF JOB SATISFACTION, WORK MOTIVATION, AND EMPLOYEE COMMITMENT ON EMPLOYEE PERFORMANCE

Every organization carries out various activities to achieve predetermined goals, but in achieving these goals it often experiences obstacles because the employees they have do not have maximum performance. This research was conducted to determine the effect of job satisfaction, work motivation, and employee commitment on employee performance. The contribution of this research is expected to be able to add information at the theoretical or scientific level of human resource management and also have implications for human resource management in companies. The study used the survey method as a data collection technique, and a questionnaire as an instrument and was distributed to a sample of 138 employees. The data analysis technique used was multiple linear regression and the data processing method used SPSS version 25. The results showed that job satisfaction has a positive and significant effect on employee performance, work motivation has a positive and significant effect on employee performance, and employee commitment has a positive and significant effect on employee performance. For this reason, the importance of PT Salam Pacific Indonesia Lines company management in an effort to improve employee performance needs to pay attention to the factors of job satisfaction, work motivation, and employee commitment.

Research on the influence of social responsibility oriented human resource management on employees' organizational citizenship behavior

Socially responsible HR is a human resource management model aiming at sustainable development, emphasizing the coordination of various stakeholders and having a significant impact on the development of the company. At the same time, corporate citizenship is also voluntarily participated by employees. It can maintain and improve the internal environment of the enterprise, enhance the functions of the enterprise, improve the operation efficiency of the enterprise, and maintain the good interpersonal relationship of the enterprise. The organizational citizenship behavior that employees spontaneously carry out for the benefit of the organization determines the company's attitude towards its employees to a certain extent, which is directly related to the company's human resource management. Therefore, it is very important to explore the role of human resource management based on corporate social responsibility in enterprises. This paper uses human resource management, organizational identity, organizational citizenship behavior, and group behavior as the main indicators to make a questionnaire. Through empirical research, it is found that: 1) HRM based on social responsibility has a significant positive effect on organizational citizenship behavior of corporate employees; (2) HRM based on social responsibility has a significant positive effect on corporate identity; (3) Organizational identity There is a significant positive correlation with organizational citizenship behavior; (4) the impact of organizational identity on human resource management and corporate citizenship behavior; (5) collective orientation has a significant positive correlation with organizational citizenship organizational identity.

Development of Human Resource Management in Off-Campus Educational Institutions in the Context of COVID-19：Take an off-campus educational institution in Beijing as an example

In recent years, due to the increasing demand for education by parents and students, a large number of off-campus education and training institutions have been created, and a large number of people have also been attracted to join the industry. The rapid development of this industry has created tens of millions of employment opportunities, but due to the short development time of the industry, there is a lack of a reasonable personnel management system. In the wake of the COVID-19 outbreak in 2020, many industries have been hit. In the off-campus education and training industry, due to improper personnel management and communication, a large number of personnel were lost. This article will take an off-campus educational institution in Beijing as an example to study the company's human resource management methods and policies in the "post-epidemic era", and find out the problems and solve them. The study found that such enterprises currently do not pay enough attention to grass-roots employees, lack of respect, inadequate communication, perfunctory manpower adjustment policies, and inadequate incentives for personnel, and put forward corresponding solutions according to each type of problem.

Human Resources: Skills and Entrepreneurship in Industry 4.0

Increasing knowledge and competency challenges related to new technology and processes in Industry 4.0 (I4.0), a new strategic approach is needed for human resource management in companies. This study aims to identify a variety of skills that indicate an approach to how employees in companies and entrepreneurship can utilize them to face the emerging digital economy challenges in Industry 4.0. Macro environment analysis using the PESTEL framework approach was carried out. The finding that challenges in fulfilling the qualifications and requirements of employees and entrepreneurs who have a variety of skills to fulfill the core competencies in I4.0, requires the ability to identify needs, adjustments and flexibility with economic, social, technological and technical, environmental, and political and legal advances and changes . Identification and strategic approaches to qualifying core competencies that employees and entrepreneurship may require are explained in this article. Gap analysis of the categorization of each core competency and its evaluation is also described, ending with conclusions and recommendations.

Impact of airlines’ human resources strategic management implementation on organizational performance : Focusing on the moderating role of organizational commitment

The global aviation industry suffered great disruption during the COVID-19 pandemic. Numbers of airplanes, routes, and employees were all reduced. However, in 2022 the situation has begun to improve, and increased travel demand means more pressure on aviation company human resources. This study examined the relationship between strategic human resource management (SHRM) and the organizational performance of airline cabin crew members. An online survey was performed to employees at a Korean full-service carrier, resulting in 279 usable samples for analysis. Exploratory factor analysis (EFA) discovered three variables (training development, career development, and compensation and reward) of SHRM. Regression analysis showed that all three variables had a significant effect on organizational performance. Hierarchical regression analysis found that organizational commitment performed a moderating effect between SHRM and organizational performance. This means the effect of SHRM on organizational performance varies depending on organizational commitment. Thus, organizational commitment is an important variable that regulates the relationship between SHRM and organizational performance. The study provides broad suggestions regarding airline operations and human resource management by discussing the effect of SHRM factors on cabin crew members’ organizational performance. Moreover, the findings can suggest future methods for airline company human resource management after COVID-19.

PENGARUH PELATIHAN (BASIC TRANING) DAN MOTIVASI TERHADAP KINERJA KARYAWAN PT. TELKOM BIMA

Employee performance is always related to several elements such as: knowledge, skills, attitudes, and competencies possessed by employees. It is certain that competent employees will have high performance. Every company wants each of its employees to have competencies in accordance with their duties, so that employees can meet the assigned task standards. Producing competent employees in accordance with their duties and positions is a problem that is not easily solved by the company's human resource management. The problems in this research will be answered with quantitative data collected through questionnaires. Before the questionnaire data is analyzed to answer research problems, the researcher will first conduct tests related to the validity of the instrument and the reliability of the measurement results of the instrument. Based on the results of the research data analysis, several conclusions can be obtained in this study. The conclusions obtained are the answers to the problem formulation and research hypotheses that have been proposed. The following are the conclusions of the study, including: (1) Training (basic training) has a positive and partially significant effect on the performance of employees of PT. Telkom Bima, (2) Motivation has a positive and partially significant effect on the performance of employees of PT. Telkom Bima, and (3) Training (basic training) and motivation have a positive and significant effect on simultaneously the performance of employees of PT. Telkom Bima.

RETRACTED ARTICLE: Application of hardware system of temporal big data in enterprise human resource management in distributed environment

Distributed data collection systems are often used in many fields, such as industrial control, power systems, seismic monitoring, and ocean exploration. In a distributed data collection system, the time of data collection and the efficiency of data collection are all related to the accuracy of the data. Subsequent analysis and processing show that the distributed data collection system is a very important performance indicator: this article combines the timing factors of the timing rules in the dataset, and after normalization and expansion, the rules will be edited according to the effective voting rate. Perform a weighted sum calculation on the rules in the edited sub-database to obtain the final timing rules. Finally, the algorithm is implemented by pseudo code. With the rapid development of information technology, we have entered the era of big data. Big data has the characteristics of resource sharing, large storage capacity, and high speed, so it has been widely used in various fields. In the context of the rapid development of the modern economy, the human resources department has provided a relatively complete infrastructure system for many large companies. It can be seen that the work of the personnel department is gradually becoming an important factor in the development of the company. Appropriate implementation of big data in the company’s human resource model can integrate resources into the industry and the company, improving operational efficiency, and laying a solid foundation for the company’s sustainable and long-term development. This article first outlines the hardware system and company management of temporal big data in a distributed environment, discusses in detail the needs of human resource management in companies in the era of big data, and proposes a suitable human resource management model.

Ethics Institutionalization and Employees Performance in Pakistan: The Role of Work-Life Quality

In recent years, ethics, quality of work-life (QWL), and job satisfaction are increasingly being identified as progressive indicators related to the function and sustainability of business organizations. Ethical cultures create trust within and outside corporations. Trust encourages appropriate risk-taking, which leads to innovation, which propels progress—and ultimately profitability. LRN(2006). However, little is known about ethics QWL nexus and how it impacts performance outcomes. This study aims to investigate the association between the institutionalization of ethics, QWL, and employee job-related outcomes and motivation to contribute to society (WMCS) in Pakistan. We proposed a theoretical framework modifying Koonmee et. al. (2010) model to include social responsibility factors. We hypothesize that Ethics institutionalization (in 1. Implicit and 2. Explicit form), as well as Social responsibility toward workers, positively affect employees QWL. And QML would in turn improve Job satisfaction, Organizational commitment, Team spirit, and Motivation to contribute to society. Empirical validity was established by conducting a survey using a close-ended questionnaire. Data was collected from 300 human resource managers of companies listed on the Pakistan Stock Exchange (PSX). It was analyzed using confirmatory factor analysis and structured equation modeling. Our study results reveal a positive relationship between both forms of ethics institutionalization, as well as Social responsibility towards workers, on QWL. Whereas, QWL seems to have a positive effect on all four outcomes i.e. Job satisfaction, Organizational commitment, Team spirit, and Motivation to contribute to society. Hence, QWL positively mediated the effect of both implicit and explicit ethical institutionalization along with Social responsibility towards workers, on all four outcomes. We also witnessed a direct effect of explicit form on Job satisfaction, and Motivation to contribute to society, and a similar direct effect of implicit form on Organizational commitment, and Team spirit. Implications and limitations of the study are discussed.

RETRACTED ARTICLE: Optimization of enterprise human resource management model based on Fama–French model and intelligent algorithm

Fama French model is called the application of the combination of theory and practice in modern financial industry. It is based on the whole market and uses the value of assets to calculate the expected return of the target amount of assets, thus confirming the pricing formula of the capital market. Fama French model puts forward three factor models in the research, and thinks that the market risk can not reflect the change mode of the rate of return, except for the risk factors of market conditions, the rest have obvious changes on the rate of return. This paper uses a company's human resource management model as the object of analysis, using the company's existing human resource management problems, from which the corresponding solutions and management mechanism are obtained. This result shows that in the aspect of optimizing management, enterprises should regard performance planning, performance implementation, performance evaluation level and performance reflection as a unity, take performance plan as the starting point of the whole enterprise management mode, and take performance implementation details as the core part of management. In terms of management measures and mechanisms, enterprises need to strengthen the implementation of human resource management ideas, enhance the promotion of the enterprise in the field of culture, and get the attention of leaders to establish a more professional team to lead the company, so as to optimize the company's human resource model for better development.

HUMAN RESOURCES MANAGEMENT AT THE COMPANY: GENDER FACTOR

The paper analyses the impact of gender on the effectiveness of a company's human resource management. The authors analysed the gender structure of labour resources and the women proportion in the high management. The author summarised the scientific background on the influence of gender on decision-making and the company's efficiency. Legislative acts on normative legal provision concerning equality of rights of men and women are systematised, the chronology of their adoption is determined. The distribution of countries by gender inheritance is analysed. At the national level, it is determined that the growth of women's employment positively affects GDP growth. Based on the Global Gender Gap Index, it has been found that the differences in the professional competencies of men and women have been declining in recent decades. The business practice shows that the women in the top management increase loyalty and trust in the company. At the same time, the findings confirmed the increasing number of women in jobs related to data analysis, human resources and sales, and, conversely, declining demand for occupations that contain routine tasks and are rapidly being replaced by technological advances. The study identified and analysed the causes and factors that hinder or support the advancement of women on the career ladder. As a result of comparing the data on the number of men and women in management positions in European countries, it was found that Ukraine ranks second in the proportion of women among managers. There is a tendency to increase the number of companies founded by women, and the reduction of the gender gap is observed in the largest cities of Ukraine. By types of economic activity, a list of industries has been formed where women have managed to achieve high-performance business indicators. The positive tendencies of connection between the indicators of companies operating and gender balance revealed in the research determine the necessity to consider in the company's strategy.

Comparison of the Level of Personnel Work in the Czech Republic and Slovakia

After 1989, the countries of Eastern and Central Europe began to undergo significant social and economic changes associated with the process of transformation of the economy into a market economy. Transformation is not only associated with the creation of a business environment, with the formation of new legal and institutional mechanisms, but also with a change in the thinking and behavior of people including employees, managers and owners. The paper aims to identify important processes and trends in developing human resource management in companies in the Czech Republic and the Slovak Republic. We conducted the questionnaire survey in 2018 and 2019 in various areas of business. We obtained the opinions of respondents from 1542 companies. In the research, we assume that in the conditions of a market economy compared to a centrally managed economy, employees are the most important source of development and performance of companies. Descriptive statistics were used to characterize the sampling unit. The other methods used to evaluate data in the paper were the Mann-Whitney test and Spearman Correlation coefficient. The research revealed that despite a long common history, differences in the field of personnel work have arisen in the last 20 years of the independent existence of the Czech Republic and the Slovak Republic. The only exception is employee care. It was also found that in the Czech Republic the strategic orientation predominates, on the contrary, companies in the Slovak Republic focused on operational processes. Differences were also found in the way of adaptation and further training of employees. The results of the findings can be used to design processes with the highest positive impact on business performance.

Motivational Elements of Employees as a Competitive Advantage of Companies in the Conditions of Globalization

The article analyzes with the analysis of the influence of incentive elements on the motivation of workers to better performance and satisfaction, across the whole active population in the context of the new economy. For specific generations, motivational incentives are diverse. The main reasons of using the award, recognition of the performance and motivation are long-term sustainable good relationships in the workplace, as well as demonstrable work successes and, last but not least, an increase in the success of the whole company. Different incentive elements also used in the Slovak Republic and other European Union countries. A majority motivation characterizes Slovakia through financial evaluation. However, recent years indicate a change of mindset of employers and employees. The population of the Slovak Republic is ageing, the retirement age is increasing, which demographically affects the development of the labour market. The age structure of the society suggests that everyone has a better performance stimulant. Motivating incentives that can offset the employee’s financial remuneration become a competitive advantage for businesses. Recently, the state has been helping businesses to stimulate employees properly through holiday vouchers. In the future, it expected that it would be just incentive elements that will attract potential employees to companies and secondly it will be the financial evaluation of the employee. Slovak society can be inspired in many ways by other European Union countries. In contrast, the Slovak Republic still has many professionals in the areas of health, education, engineering, and many others. The paper points to changes related to the demographic development of the company, the change of motivation for permanent and new employees. The aim is to anticipate the possible development of incentives and the incorporation of new elements of motivation into human resource management in companies. Autoregres prepared in MATLAB. The article deals with the prediction of the selection of individual incentives for specific age groups of employees.