Human Resource Management Knowledge Research Articles

Towards the conceptualization and the operationalization of the construct of talent management

PurposeThe purpose of the paper is to afford a comprehensive conceptualization and operationalization of the construct of talent management through an inclusive exploration of conceptual clarifications for existing confusions while developing a complete measuring instrument.Design/methodology/approachThe archival method was adopted together with a systematic review based on Khan et al.’s (2003) five steps of systematic literature review. The systematic review has encircled published research articles between 1982 and 2023 in the human resource management (HRM) arena. A total of 130 articles were initially scrutinized, and 106 were systematically reviewed to conceptualize, operationalize and explore clarifications for confusions and instrument development for talent management.FindingsThis study explored conceptual clarifications for existing confusions towards talent management while recognizing definitions that come under the main philosophical schools for the underlying concept of talent. A novel practical definition has been established for talent management while recognizing dimensions, and then certain elements. A comprehensive instrument has been developed to measure talent management.Research limitations/implicationsThis study is limited to instrument development in measuring talent management; nevertheless, there is an enormous scope for using the instrument to empirically measure talent management through organizational and employees perspectives linked to diverse global contexts in future studies.Originality/valueThe developed comprehensive instrument is a vibrant contribution to future investigations related to empirically measuring talent management associated with organizational and employee perspectives related to diverse global contexts in winning “war for talent.” This study endows a significant input to the whole frame of HRM knowledge as it resolves existing conceptual ambiguities towards talent management while defining and operationalizing it.

Applying knowledge-based human resource management to drive innovation: the roles of knowledge sharing and competitive intensity

PurposeGiven the increasingly important role of knowledge capital on key outcomes and innovation capabilities of organizations, this paper aims to investigate the influences of knowledge-based human resource management (KHRM) practices on innovation capability of firms via mediating role of knowledge sharing (KS). This study also examines whether competitive intensity moderates the effects of KS behaviors on specific aspects of innovation capability, namely, product and process innovation.Design/methodology/approachThis paper used structural equation modeling to examine the level of how KHRM practices and KS impact on two types of innovation capability, namely, product innovation and process innovation using data collected from 265 participants in 112 manufacturing and service firms in Vietnam.FindingsThe research findings confirm the mediating roles of KS behaviors between KHRM practices and two specific types of innovation. Besides, the paper first reveals the moderating role of competitive intensity in the relationships between KS and product innovation. The results underline the necessity of building a climate of KHRM practices to stimulate employees sharing knowledge, which, in turn, positively promotes innovation capabilities in an organization.Research limitations/implicationsFuture research should investigate the impact of different forms of human resource management (HRM) practices on innovation via the mediating effects of certain aspects of KS to bring better understanding on the importance of HRM practices and knowledge resources in pursuing innovation competence.Practical implicationsThis paper offers leaders a deeper understanding of potential effects of competitive intensity and environmental factors to promote innovation capabilities in their firms.Originality/valueThis paper has significant contributed to theoretical and practical initiatives on theory of HRM practices and knowledge management by showing different moderating and mediating mechanism thereby firms can follow to enhance innovation capability of firms in developing and emerging markets.

“From strategic weapon to underperformer”—leader perceptions on human resource management in Finnish municipalities

PurposeThis study explores municipal leaders' perceptions on strategic human resource management in their local government organization. Previous studies on companies demonstrate that the top manager's perceptions of the importance of human resource management (HRM) for the organization are reflected in the quality of human resource management and its strategic role. The authors are interested in how leaders in municipalities perceive HRM.Design/methodology/approachThe authors interviewed 30 leaders of Finnish municipalities for this qualitative study focused on municipal leaders' perceptions of HRM. The authors applied a discourse analytical approach in the analysis.FindingsThe authors recognized four discourses that frame perceptions of HRM: HRM as a strategic weapon, HRM as an underperformer, HRM as a matter of formality and HRM as a cost generator. In addition, the authors recognized that the discourses reflected leaders' self-positioning in relation to the power to impact issues related to HRM. Shifting between distinct roles demonstrated that municipal leaders' emphasis on HRM and its strategic alignment reflects the power relations in the municipality and the attitudes to the importance of HRM.Originality/valueThis study contributes to the academic discussions on HRM in municipalities and provides views on the municipal leader's role and impact on valuing and investing in HRM. From a practical point of view, the study will increase municipal leaders' knowledge of HRM's impact on the performance of the organization and also of the possible means of HRM.

Improving Quality of Human Resources through HRM Practices and Knowledge Sharing

One of the objectives of this paper is to examine the empirical effects of certain Human Resource Management (HRM) practices and reciprocity as antecedents of knowledge-sharing (KS) behavior. In an organization, human resource knowledge quality plays a key role in the effective performance of the organization by communicating their knowledge with management and co-workers to perform their tasks in a better way. This is possible only when useful and relevant quality knowledge is successfully shared. Despite various studies on this topic, there is little research on KS and HRM practices in developing countries like Pakistan. A survey-based approach is used for data collection from different employees in the banking sector of Pakistan. The hypotheses are formulated based on the four HRM practices and reciprocity. The dataset is critically investigated using structural equation modeling (SEM). The results of this study suggest that reciprocity, recruitment and selection, and performance appraisals have a significant relationship with KS behaviour. Furthermore, KS is independent of employees’ training and development along with incentive systems in organizations. The contribution of this paper is how certain HR practices and employees’ perceptions about reciprocity influence employees’ knowledge sharing in an organization. This paper assists employers, employees, policymakers, and scholars to understand the factors that can promote knowledge sharing. This study also highlights the significant role of Human Resource Practices (HRP).

Associations Between Public Service Motivation, Depression and Anxiety Among Firefighters: A Chain Mediation Model of Employee Resilience and Job Satisfaction

Abstract The Chinese firefighting system has been transferred from military soldiers to professional civil servants since the 2018 institutional reform, and they have become a critical component of the newly established Department of Emergency Management. Studies on firefighters in China are limited, and this study can contribute to our understanding of the mental health and influencing mechanisms of emergency management workforces like firefighters, particularly in the context of institutional reform and a shortage of disaster workforce worldwide. This study investigates the associations between public service motivation (PSM), employee resilience, job satisfaction, depression and anxiety (DA) in firefighters. A questionnaire survey of 776 firefighters from two provinces, one from the north and the other from the south, was conducted. Chain-mediated regression models were used to analyze the associations. The results demonstrate that firefighters with more PSM have significantly lower depression and anxiety (beta = −0.215, p < 0.001), higher degrees of employee resilience (beta = 0.946), and job satisfaction (beta = 0.633). Employee resilience and job satisfaction mediated the relationship between PSM and DA. Three indirect pathways were detected. First, a higher PSM is associated with higher employee resilience and lower DA. Second, a higher PSM is correlated with higher job satisfaction and lower DA. Third, the coefficients between PSM, employee resilience, job satisfaction, depression and anxiety are statistically significant. This paper provides a valuable contribution to the knowledge of human resource management and the well-being of the emergency management workforce.

Are We Advancing a “People-First” Culture? Nonprofit Human Resource Management Education in the U.S.

While earlier research in nonprofit and philanthropic studies (NPS) tracks the field’s evolution, this study focuses on resource management courses, namely human resources and philanthropy, in graduate nonprofit curricula. Drawing on publicly accessible data, I examine the availability and content of human resource management (HRM) courses between 2018 and 2021. The study examines existing HRM knowledge devel-opment essential to building nonprofit management skills and overcoming nonprofit HRM challenges. Findings highlight declining availability of nonprofit HRM courses compared to increased emphasis on philanthropic studies, alongside HRM course content that closely reflects NACC curricular guidelines. Declining HRM course availability suggests future nonprofit leaders may be ill equipped to respond to nonprofit HRM challenges, thereby limiting recruitment and retention capacity and generating associated organizational performance impacts. By examining resource management topics in graduate nonprofit curricula, the study contributes to ongoing debates regarding NPS program content.

Advancing the sustainability agenda through strategic human resource management: Insights and suggestions for future research

AbstractHow can human resource management (HRM), as both a scholarly discourse and a corporate strategic function, advance the sustainability agenda? We endeavor to answer this question by drawing together insights gleamed from the emerging sustainable HRM literature. First, we synthesize various conceptualizations and theoretical perspectives on the topic, including frames of reference from strategic HRM, institutional theory and institutional logics, stakeholder theory, and sustainable careers/life cycle theory. Second, we unpack and contextualize the sustainable HRM literature through the lens of international HRM. Third, we consolidate the extant literature and present an agenda for future research, calling for further exploration of topics that are likely to hit the next high wave of generating new strategic HRM insights and sustainable HRM knowledge.

Artificial intelligence applied to potential assessment and talent identification in an organisational context

Our study provides valuable insights into the relationship between artificial intelligence (AI) and Human Resource Management (HRM). We have minimised bias and ensured reliable findings by employing a systematic literature review and the PRISMA statement. Our comprehensive synthesis of the studies included in this research, along with a bibliometric analysis of articles, journals, indexes, authors' affiliations, citations, keyword co-occurrences, and co-authorship analysis, has produced robust results. The discussion of our findings focuses on critical areas of interest, such as AI and Talent, AI Bias, Ethics and Law, and their impact on Human Resource (HR) management. Our research highlights the recognition by organisations of the importance of talent management in achieving a competitive advantage as higher-level skills become increasingly necessary. Although some HR managers have adopted AI technology for talent acquisition, our study reveals that there is still room for improvement. Our study is in line with previous research that acknowledges the potential for AI to revolutionise HR management and the future of work. Our findings emphasise the need for HR managers to be proactive in embracing technology and bridging the technological, human, societal, and governmental gaps. Our study contributes to the growing body of AI and HR management knowledge, providing essential insights and recommendations for future research. The importance of our study lies in its focus on the role of HR in promoting the benefits of AI-based applications, thereby creating a larger body of knowledge from an organisational perspective.

Sustainable human resource management practices in organizational performance: The mediating impacts of knowledge management and work engagement

PURPOSE: Modern business and global organizations are regularly presented with challenges caused by unpredictable competitive environments. Human resource management (HRM) practices give sustainable opportunities for employees to use their abilities and express their enthusiasm to obtain skills and knowledge and to apply them at the workplace with a view to achieving engaged individuals and increasing organizational performance. This article presents a recent study outcome to examine (i) the mediating role of knowledge management and work engagement and (ii) the effect of sustainable HRM practices on organizational performance. METHODOLOGY: 500 self-reported questionnaires were distributed to Jordanian university lecturers (research population) for data collection. The study data were assessed with structural equation modeling (SEM) using IBM-SPSS-AMOS 25.0. FINDINGS: Two pivotal outcomes were identified: (i) sustainable HRM practices, knowledge management, and work engagement were positively associated with organizational performance; (ii) knowledge management and work engagement played a mediating role in the sustainable HRM practice-organizational performance correlation. IMPLICATIONS: Overall, employee cooperation proved essential to optimize organizational performance, specifically during their engagement in sustainable HRM practices and knowledge management. Finally, the research proposed several practical recommendations and interventions on sustainable HRM for future research. ORIGINALITY AND VALUE: The research has provided proof of five variable relationships contained in the model. Firstly, organizational performance increased with sustainable HRM practices through knowledge management. Secondly, organizational performance increased with sustainable HRM practices through work engagement. Thirdly, work engagement increased with sustainable HRM through knowledge management. Fourthly, organizational performance increased with knowledge management through work engagement. Fifthly, organizational performance increased with sustainable HRM through knowledge management and work engagement.

Interplay of Strategic and Institutional Factors in the Process of Transfer of Human Resource Management Practices in MNCs

Current research on international human resource management (HRM) is structured around the issue of global standardization versus the local adaptation of HRM practices. Numerous studies tended to adopt either an institutional or a strategic perspective. This article examines the interaction between these two groups of factors when MNCs transfer HRM knowledge from their HQ to foreign subsidiaries. The integrative theoretical framework proposed and empirically validated at three MNCs suggests that the choice of the knowledge to be transferred and transfer mechanisms is determined by both institutional and strategic variables. Moreover, the effectiveness of the transfer mainly depends mainly on organizational strategy and the role of HR function in this process.

A Systematic Review of 50 Years of Human Resource Management Research in Bangladesh: Retrospective Reflections and Forward Trajectories

This article aims to determine the current status of human resource management (HRM) research in Bangladesh by reviewing papers published from 1971 to 2021 and offering recommendations for future research. An electronic search of the Scopus database was carried out using 17 keywords connected to HRM in combination with ‘Bangladesh’ and ‘Bangladeshi’. Finally, through a systematic literature review using the preferred reporting items for systematic reviews and meta-analyses (PRISMA), 25 empirical articles published in journals listed in the Australian Business Deans Council (ABDC) ranking were carefully chosen for the present review to ensure they were of good quality. This review demonstrates several distinct features of Bangladeshi HRM research conducted so far. First, no Bangladeshi HRM-based study has been published in A*-ranked journals in the ABDC ranking. Second, Bangladesh-based HRM studies have mostly employed self-reported questionnaires. Third, directors/heads of departments/managers/supervisors are the primary data sources in Bangladesh-based studies. Fourth, no longitudinal study has been conducted in Bangladesh-based HRM research in the last 50 years. Despite some limitations, the present review makes a notable contribution to the field of HRM in Bangladesh by identifying existing research gaps, as this is the first extensive and systematic review of HRM research in Bangladesh. Additionally, this study provides future research directions that could contribute to industrial development, economic growth, and HRM knowledge advancement and dissemination in Bangladesh.

An Empirical Examination of Knowledge Management and Organizational Learning as Mediating Variables between HRM and Sustainable Organizational Performance

Despite increasing competition, the construction industry is still lagging behind other industries in several aspects such as productivity growth, technology adoption, and human resource management. Although the causal link between human resource management (HRM) and organizational performance (OP) is well established and reinforced by several studies, the mediating mechanisms through which HRM practices impact organizational performance remain areas lacking consensus. This article, therefore, aims at examining the mediating roles of knowledge management (KM) and organizational learning (OL) in the established relationship between HRM and the long-term or sustainable peformance of Thai construction firms. Confirmatory factor analysis and partial least square structural equation modeling (PLS-SEM) were employed as the methods of analysis. Based on the dataset of 194 responses, the empirical results of the study strongly supported the three hypotheses that assumed positive relationships between (1) HRM and OP, (2) HRM and knowledge management, and (3) organizational learning and the OP of the firms under study. These findings thus provide empirical evidence for the three relationships. However, empirical results testing the roles of KM or OL or both as mediating variables behind the link between HRM and sustainable OP were not confirmed by the dataset. Therefore, one of the practical implications provided by this study is that Thai construction firms should be better aligned and integrated their HRM practices, knowledge management, and organizational learning to enhance the firms’ competitive advantage and to help lead the firms towards a more sustainable pathway of business operations. However, since the fragmented activities of construction make it hard to apply human resource management effectively, such good alignment and integration of HRM, KM, and OL for improving performance may, in practice, be quite challenging for most construction firms.

An Outside-in Approach to Human Resource Management

This article discusses the outside-in approach to understanding human resource management (HRM) in relation to sustainable development goals (SDGs). The author presents four propositions, based on the literature review, that connect long-term business challenges to sustainable HRM goals. The article emphasizes the need for a wider scholarly and professional perspective in order to effectively conceptualize and implement sustainable HRM practices and address long-term business challenges. Due to the lack of sustainable HRM knowledge in countries like Nepal, the article aims to provide a detailed explanation of the concepts. As a conceptual paper, further expansion and testing of the propositions will be necessary in the future.

The role of talent management and employee psychological contract on employer branding: a pragmatic conceptual model

PurposeThe purpose of the article is to investigate the role of talent management and employee psychological contract on employer branding and to develop a pragmatic conceptual model while identifying gaps between core concepts.Design/methodology/approachThe archival method was adopted along with systematic review based on Khan et al.’s (2003) five steps of systematic literature review. The systematic review has enclosed published research articles between 1960 and 2022 in fields of human resource management (HRM), brand management and psychology. In total, 260 Articles were initially scrutinized, and 230 were systematically reviewed finally to explore core concepts, identify gaps and model development.FindingsThis study explored five gaps among key concepts based on systematic review and linked theories, namely, social exchange theory and signaling theory. A conceptual model has been developed to explore the impact of talent management on employer branding with mediating and moderating role of employee psychological contract.Research limitations/implicationsThis study is limited to conceptual model development; nevertheless, there is enormous scope for empirically testing the model related to various global contexts in future studies.Originality/valueThe developed conceptual model is a vibrant contribution for future investigations of impact of talent management on employer branding with mediating and moderating role of employee psychological contract in diverse global contexts in wining “war for talent.” This study endows a momentous input to whole frame of HRM knowledge because it discourses significant knowledge gaps amongst relationships and effects of identified variables, which has not been formerly revealed.

Awareness and promotion of green human resource management practices in the University of Cape Coast, Ghana

Green initiatives in businesses have received attention in recent years and human resource management (HRM) departments have important role to play. The study sought to explore the awareness and promotion of green HRM in the University of Cape Coast, Ghana. The study was qualitative and adopted a case study design. Nine non-academic senior members whose work involved green HRM practices were purposively sampled, and in-depth interviews were conducted to collect qualitative data, which were analysed using inter-textual analytical tool. It emerged that participants had none to moderate knowledge of green HRM; UCC had not made any special effort to spread the awareness; and there was no documented policy on green HRM. However, there were some green HRM interventions though employees were not aware of being green HRM practices. It is recommended that the university should design a green HRM policy and to make employees aware of the importance of practicing green HRM to contribute towards the achievement of environmental sustainability.

Employee retention through effective human resource management practices in Maldives: Mediation effects of compensation and rewards system

PURPOSE: The purpose of this study is to examine the effects of human resource management (HRM) practices on employee retention mediated by reward and compensation. Also, this study has examined the moderating role of performance appraisal, and training and development on the relationship between HRM practices and employee retention. METHODOLOGY: A sample of 250 respondents among the employees working in the retail sector in Capital City of Maldives was selected using the random probability sampling technique. A structured questionnaire was distributed, and data was collected. Structural equation modeling analysis was carried out to examine the causal effect of HRM practices on employee retention. FINDINGS: The results showed that reward and compensation (R&C) practices had significant and positive effects on employee retention. However, the study found no significant effect of career development, training and development, and performance appraisal on employee retention. In terms of mediating effects, R&C had significantly positive mediating effects on the relationship between training and development (T&D) and employee retention as well as on the relationship between performance appraisal and employee retention. However, there were no moderating effects between performance appraisal as well as T&D and employee retention. Therefore, it was concluded that increasing the positive perception towards HRM practices, particularly R&C practices in the retail sector of Maldives, causes an increase in employee retention (ER). Also, it was concluded that HRM practices such as R&C mediate the relationship between Training and Development (T&D) and Employee Retention along with the relationship between Performance Appraisal (PA) and ER. This means, indirectly PA and T&D can increase ER in the retail sector of Maldives. Similarly, we conclude that there is no moderating effect of PA and T&D in the relationship between HRM practices and ER. The overall conclusion is that R&C has a partial mediating effect on the relationship between HRM practices and ER. IMPLICATIONS: This study contributes to the current knowledge of HRM by confirming that reward and compensation is a key determinant and a significant mediator for employee retention. This study contributes to developing new knowledge in the theoretical domains of HRM practices. In particular, the findings of the study strengthen Hertzberg‘s Two-Factor theory by confirming that career growth opportunities, advancement and salary significantly determine employee retention. This showed that both motivators and hygiene factors are crucial in retaining employees. In practice, the findings also enable managers to make new organizational and HRM policy decisions on improving and enhancing employee retention. This study can be useful for organizational management to formulate effective reward and compensation policies. This study signifies the importance of training and development and performance appraisal by linking these with reward and compensation practices. ORIGINALITY AND VALUE: This could be one of the pioneering studies carried out in the retail sector of Maldives by examining the four constructs of human resource management practices to shed light on how retail sector business organizations in Maldives make decisions on improving employee retention. Furthermore, the current study indicated that reward and compensation have full mediating effects on the relationship between employee retention and training and development as well as performance appraisal. This filled the existing research gaps by adding value to the existing literature. Moreover, the current study adds practical values by confirming that reward and compensation should be emphasized to retain employees through other human resource management practices in the retail sector of Maldives.

Peningkatan Pengetahuan dan Keterampilan Manajemen Pada Pelaku UMKM Desa Balesari Kabupaten Magelang

The community service program carried out in Balesari Village, Windusari District, Magelang Regency,aims to solve mismanagement problems that occur in terms of financial administration, marketing, and human resources. Preliminary observations have been made before, which found that MSMEs in this village still receive minimal guidance in the form of small business management. By knowing the mapping of constraints or problems experienced by MSME actors, it is hoped that they can obtain accurate training materials so that these MSMEs can develop forward and encourage the economy of the surrounding community. The method used is the tutorial and discussion extension method. The material presented is about the basics of management science in business. MSMEs require good knowledge of human resource management, marketing management, and financial management for the progress of their business. MSME owners or managers are expected to have skills in managing their human resources, as well as the ability to manage facilities and infrastructure in their businesses. If MSME managers have good management knowledge, it will make it easier for their business to continue to develop and be adaptive in facing all the demands of changing times. Therefore, this community service is carried out by assisting related partners to develop their business and to be able to compete with other MSMEs. The flow of activities, namely the delivery of material, training, and assistance on the basics of management science. As a result ofthis dedication, the partners who received admitted aid that they had a better understanding of how to design effective and efficient marketing strategies, how to manage finances in a simple manner, and a little understanding of how to design suitablehuman resource needs

Sosialisasi Peraturan Cabang Olahraga Voli Pada Guru Penjas Se-Kecamatan Cimanggu Kabupaten Cilacap

Community service is non-formal education for physical education teachers in schools, through educational activities, and educational outreach that can support community development. Education for the community is one of the implementations of the tri-dharma of higher education. Community service through the socialization of volleyball sport rules to physical education teachers throughout Cimanggu District, Regency. Cilacap. is an effort to: (1) find out and provide an understanding of the level of sports human resource management knowledge of physical education teachers in schools throughout Cimanggu District; (2) know and describe the potential of sports human resources in schools throughout Cimanggu District. This Community Service is carried out to provide education to Physical Education teachers in each school about the Volleyball Sports Rules for Physical Education Teachers and identify talents in schools from an early age to create a generation of outstanding people. As a result of this community service, there has been an increase in knowledge about skills in preparing training programs and understanding in identifying children's talents in looking for athletes in schools, especially in the field of Volleyball.

Influences of high-performance work practices on trust in organisation in Jordanian construction firms

It has been shown in the literature on human resources that unsatisfactory levels of trust can lead to deteriorating levels of work performance while increasing transaction costs. The lack of trust between employees and their supervisors reduces productivity, which negatively influences work performance. In an organisation that implements high-performance work practices (HPWPs), employees may presume that employers are highly proficient, dependable, and unbiased. This study aims to assess the effects of HPWPs on trust in organisation (TIO), which is measured by trust in management (TIM) and trust in supervision (TIS) in Jordanian construction firms. To this end, a quantitative methodology has been applied, and PLS-SEM analysis has been employed to analyse data from 274 respondents, including administrative and managerial employees of the grade-one construction firms in Aqaba, Jordan. The results showed that two variables, involving extensive training and reward based on performance have positively influenced TIM and TIS, whereas job security was found to establish a direct relationship with TIM. The results showed that employee involvement in decision-making has an insignificant relationship with TIM and TIS. This paper has forwarded useful theoretical and practical implications regarding human resource management knowledge in the construction industry context in Jordan.

Employee Mapping Process as a Solution for Empowering Human Resources in Companies

Objective - The development of the Indonesian residential business sector in recent years has experienced rapid changes and developments. For example, landed-house housing has now decreased in favour of high-rise developments. This has had an impact on the needs for various competencies of employees of construction company X, therefore, the company needs to empower employees, beginning with mapping employees of construction X. Mapping of employees has not been widely carried out by the company. Various elements are needed to describe employee strengths and the results can be used to develop a competency development program to achieve long-term targets. The purpose of this research is to describe an employee mapping process that has been carried out by the consultant group. Methodology/Technique - The research method used is qualitative narrative research. Consultants who directly handle and provide assistance to employee mapping are the participants in this study. Researchers collaborate with participants and involve them actively in the data collection. Finding - The results of this study illustrate that the number of employees who are ready to serve as project managers is still limited. Human resource managers need to implement efficient strategies to recruit and hire candidates and carry out a number of development programs to accelerate competency improvement and develop a talented management system. Novelty - This research contributes to the knowledge of empowerment strategies for the company and to human resource management knowledge for construction company X and other similar companies. Type of Paper - Empirical Keywords: Coaching; Competency; Empowering; Talent Mapping; Talent Management JEL Classification: J24, J29.