Human Resource Management Literature Research Articles

Enhancing Employee Outcomes Through Common Good Human Resource Management: Exploring the Role of Meaningfulness and Thriving

ABSTRACTIn the evolving landscape of human resource management (HRM), common good HRM (CG‐HRM) practices are increasingly recognized for their potential to align organizational goals with societal sustainability. Despite their importance, how CG‐HRM influences employee outcomes remain underexplored. Drawing on Conversation of Resources (COR) theory, this research explores the impact of CG‐HRM practices, conceptualized as critical organizational‐level resources, on employees' perception of meaningfulness of work. This perception significantly affects employee thriving, which in turn fosters innovative behavior. Employing a multi‐wave, multisource survey design, we collected data from 45 firms in China, involving 82 executives and 206 employees, to test our conceptual model. The findings from a multilevel path model reveal that organizational CG‐HRM practices contribute to employees' perceived meaningfulness of work, which promotes employee thriving and subsequently innovative behavior at the organizational level, while meaningfulness also contributes to thriving and, thus, innovative behavior at the employee level. Our research enriches the COR theory and contributes to the HRM, thriving, and innovation literature, offering insights for future research and practical implications for organizations striving to align their goals with societal and environmental sustainability while nurturing a thriving workforce.

Dampak Beban Kerja Terhadap Kinerja Karyawan Dannis Collection Surabaya

This study aims to analyze the impact of workload on employee performance at Dennis Collection Surabaya. The research approach used is quantitative, with data collected through questionnaires distributed to 62 employees of Dennis Collection, and the data were analyzed using simple linear regression analysis. The results show a positive and significant relationship between workload and employee performance, with a contribution of 37.6 percent. This indicates that the increase in workload at Dennis Collection is significantly related to the improvement in employee performance. These findings highlight the importance of effective workload management in enhancing employee performance and maintaining their well-being, such as through appropriate workload balancing strategies, providing adequate resources, and offering suitable rewards to maintain employee motivation and performance. These findings make an important contribution to the human resource management literature and offer practical recommendations for managing workload in a dynamic work environment. Additionally, they provide a framework for more effective management strategies in the future. Therefore, it is crucial for Dennis Collection to continuously monitor and adjust employee workloads to ensure they remain within reasonable limits and support the balance between work demands and employee well-being.

STUDENTS’ UNDERSTANDING OF WORKPLACE DIVERSITY: THE CASE OF REPUBLIC OF NORTH MACEDONIA

The importance of the research on workplace diversity has significantly increased in the past few decades. Namely, as a result of the increased possibilities for working from distance and the changes in the regulations that protect the rights of the individuals and groups with different background and physical and psychological characteristics, the workplace diversity and inclusion issues become a prominent research topic in the human resource management and management literature. Therefore, the aim of this study is to investigate students’ understanding of diversity in our country, on a sample of students from the Faculty of Economics – Skopje. The need for conducting such a study in our country emanated from the fact that we live in a society where diversity issues are perceived and acknowledged. For investigating students’ understanding of diversity, we used two instruments (Reaction-to-Diversity Inventory and Workplace Diversity Survey) developed by De Meuse and Hostager (2001). The first one was used for investigating students understanding of the term workplace diversity and the second one for researching the determinants of the students’ understanding of diversity. The questionnaire was distributed electronically among students from the Faculty of Economics – Skopje, Ss. Cyril and Methodius University in Skopje. The analysis of the responses on Reaction-to-Diversity Inventory has shown that most of the students relate diversity with the term unity (47), which refers to the organizational outcomes as one of the dimensions of diversity. Besides referring to the organizational outcomes, it is important to note that unity is a term that has positive connotation. The results from the multiple regression analysis on the sample of 184 respondents, indicate that besides teachers’/professors’ engagement in educating on diversity and students’ gender, students’ academic success should be considered as a predictor of their understanding of diversity (although the statistical association of students’ grade and their understanding of diversity is statistically weaker and negative).

ANALYSIS OF THE RELATIONSHIP BETWEEN DEMOGRAPHICS AND EMPLOYEE SATISFACTION LEVELS: THE ROLE OF GENDER AND AGE IN IMPROVING THE QUALITY OF THE WORK ENVIRONMENT

This study explores the influence of age and education level on employee satisfaction on performance appraisal at the Surabaya Ministry of Health Polytechnic. With a quantitative approach, data was collected through a questionnaire from 90 employees and analyzed using descriptive and inferential statistics. The results showed that there was a significant difference in satisfaction levels based on age and education level. Younger, more educated employees tend to report higher satisfaction with performance appraisals, suggesting that these demographic factors influence their perceptions of fairness and transparency. This study emphasizes the importance of human resource management to consider age and education when designing an effective performance appraisal system. This study provides new insights in the human resource management literature by highlighting the importance of demographic factors in employee satisfaction with performance appraisals. The results of this study also provide guidance for improving the performance appraisal system and employee satisfaction in the institution.

Understanding the triangular theory of love in entrepreneurial ventures! Linking love dimensions to business performance through employee loyalty

PurposeThis study examines the mediating effect of employee loyalty on the relationship between love dimensions as adapted from the triangular theory of love and business performance of entrepreneurial ventures.Design/methodology/approachThe study employed structural equation modelling in data analysis. However, before conducting confirmatory factor analysis and path analysis, exploratory factor analysis was conducted because most of the items used were new to human resource management (employee–organization relationship), especially among entrepreneurial ventures. Additionally, a Hayes’ PROCESS mediation test was conducted to analyze the mediation effect of employee loyalty.FindingsThe findings suggest that love dimensions such as employee intimacy, employee passion and employee commitment have positive and significant relationships with employee loyalty. It also appears that employee loyalty plays a significant mediation role in the relationship between love dimensions and business performance of entrepreneurial ventures.Practical implicationsThe study’s findings have several implications. However, all of them are developed to include initiatives related to improving business performance through increasing employee intimacy, employee passion, employee commitment and employee loyalty.Originality/valueThe application of the triangular theory of love adds to human resource management and entrepreneurship literature. Very few studies have focused on the love relationship between employees and their organizations especially among entrepreneurial ventures in developing countries. Since in the current settings of business practices employees are considered as important internal customers, extending the triangular theory of love to employee and organizational relationships is critical, because creating an employee–job relationship is considered a short-term emotional feeling. Therefore, there is a need to look into a long-lasting love relationship between employees and their organizations. This is important for increasing employee intent to stay and loyalty within the entrepreneurial ventures.

Green Human Resource Management and Environmental Performance: A Bibliometric Study and Future Directions

The global need to solve escalating environmental challenges brings increased focus on organizations and their impact on environmental performance. The significance of green human resources management (GHRM) is increasingly recognized as aligning organizational objectives with environmental sustainability goals, fostering eco-friendly workplace practices and enhancing corporate social responsibility. GHRM and its contribution to environmental performance has received growing attention from scholars, however, a need to systematically review and synthesize the literature in this area remains. This research offers a comprehensive overview of green human resources management and environmental performance literature highlighting the major themes in the current developments along with the new trends and patterns for future research observed in this field. For conducting a systematic literature review and bibliometric analysis, a total of 227 documents were extracted from the Scopus database. Following the PRISMA 2020 Protocol, 144 published articles from 2014 to 2024 were included for final analysis. Performance analysis and science mapping (citation, co-citation, bibliographical coupling, and keyword co-occurrence analysis) were performed to examine how knowledge has been constructed, disseminated, and shaped over time. VOSviewer software was used to systematically investigate, map, and visualize the bibliometric results as the main trends. The study reveals the current status in GHRM and performance management publications and citations, identifying key contributors such as influential countries, journals, and authors and outlines keywords, and thematic areas. Lastly, this study identifies research gaps and emerging trends such as green transformational leadership, green innovation, green behaviour, environmental values, green intellectual capital, environmental economics in GHRM, offering valuable insights for scholars and practitioners seeking to advance understanding and implementation of green HR practices.

A Strengths‐Based Human Resource Management Approach to Neurodiversity: A Multi‐Actor Qualitative Study

ABSTRACTAlthough the attention for neurodiversity in human resource management (HRM) is growing, neurodivergent individuals are still primarily supported from a deficit‐oriented paradigm, which points towards individuals' deviation from neurotypical norms. Following the HRM process model, our study explored to what extent a strengths‐based HRM approach to the identification, use, and development of strengths of neurodivergent groups is intended, implemented, and perceived in organizations. Thirty participants were interviewed, including HRM professionals (n = 15), supervisors of neurodivergent employees (n = 4), and neurodivergent employees (n = 11). Our findings show that there is significant potential in embracing the strengths‐based approach to promote neurodiversity‐inclusion, for instance with the use of job crafting practices or (awareness) training to promote strengths use. Still, the acknowledgement of neurodivergent individuals' strengths in the workplace depends on the integration of the strengths‐based approach into a supportive framework of HR practices related to strengths identification, use, and development. Here, particular attention should be dedicated to strengths development for neurodivergent employees (e.g., optimally balancing strengths use). By adopting the strengths‐based HRM approach to neurodiversity as a means of challenging the ableist norms of organizations, we add to the HRM literature by contributing to the discussion on how both research and organizations can optimally support an increasingly diverse workforce by focusing on individual strengths.

Feigned Digital Incompetence as a New Managerial Challenge: A Systematic Literature Review and Future Research Agenda

Theoretical background: The “inability” to find an email, complete a form, activate a camera or microphone can not only irritate coworkers but also harm an organization. Pretending incompetence has been frequently reported in social media. However, it is predominantly discussed in the context of marital relationships. Nonetheless, a similar phenomenon has been observed in workplaces. In this paper, feigned digital incompetence construct is proposed. It is anchored in the overlap with knowledge hiding. Purpose of the article: The intent of this paper is to showcase this overlap and outline a future research agenda in the digital context. This paper contributes to the organizational behavior and human resource management literature. It introduces a new construct that is widely discussed in social media but has yet to be thoroughly investigated in management research. Research methods: A systematic literature review was conducted to ensure methodological rigor. Publications containing “feigned incompetence” and “knowledge hiding” were searched within the Web of Science and Scopus databases. These papers were further analyzed to formulate propositions for future research. Main findings: The author identified 336 relevant studies. Analysis of the predominant knowledge hiding scale depicted overlap in the “playing dumb” dimension. Recognizing this overlap, the author advocates for testing scale adaptation and presents a list of constructs, based on selected theories, to be explored in preliminary studies.

Exploring essential features for developing a human resource management mobile application: Insights from the middle east

This study aims to investigate the key features necessary for the development of a mobile application for human resource management (HRM). It addresses the shortage of empirical studies on digital HRM in the Middle East and emphasizes the increasing importance of HRM mobile applications in the region. The research utilizes qualitative research methods, including the Delphi method, in-depth interviews, literature review, historical analysis, and critical discussion.A qualitative research strategy is employed, analyzing data from 43 HR experts and mobile app development team members from international and local businesses in the UAE and the Kingdom of Bahrain. NVivo software is used for data analysis, encompassing over 120 transcriptions, notes, and academic papers. The study identifies and explores the logical and practical features required for an HRM mobile app. It uncovers challenges related to the Delphi survey experiences, such as managing heterogeneous information and ensuring compatibility with iOS and Android platforms. This research fills a gap in the literature by investigating the digital HRM landscape and HRM mobile applications in the Middle East. It provides valuable insights from HR and technology experts, contributing to the advancement of digital HRM, mobile applications, and the application of the Delphi method methodology. The study highlights implications for industries to enhance HR operations and productivity through the adoption of mobile HR applications. Theoretical contributions include new insights into the digital HRM literature, specifically regarding the identification and discussion of essential features in HRM mobile applications. Practical implications involve the benefits of transitioning from traditional HRM to digitalized HRM in the professional era, as identified through the analyzed features of the HR app. The study offers practical insights for the development and implementation of mobile HR apps. Organizations can leverage these insights to create effective mobile HR apps that enhance HR operations and employee productivity.

Organizational performance as dependent variable in strategic human resource management literature – a journey so far

PurposeOrganizational performance (OP) is one of the most important constructs in management research and all functions are evaluated by their contribution toward OP. This paper evaluates the current state of the research on OP in strategic human resource management (SHRM) literature. The study intends to generate new ideas for ongoing research in the field, facilitate the strategic alignment of HR operations and provide practical guidance on adopting OP measurement metrics for evidence-based decision-making at both organizational and individual levels. Consequently, a dual-method systematic review methodology was employed to achieve the stated objectives. This research underpins its theoretical argument on a resource-based view.Design/methodology/approachThis research paper follows a systematic review of 127 empirical studies conducted in the last three decades, in which, the selection of OP as a dependent variable is evaluated. This systematic review followed the integrated and systemic review of literature combining Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) and bibliometric analysis. The tools used for bibliometric analysis are Biblioshiny package from R software and VOSviewer software.FindingsOut of selected 127 empirical studies, none of the studies provide a comprehensive measuring framework. As a result, the current literature review provides an expanded list of OP indicators and a measurement framework with 10 different performance perspectives based on Business Process Measurement literature.Research limitations/implicationsPerformance is a complex concept that requires understanding its relationships and the impact of context and measures. Objective measures alone may not capture this, so research is needed to determine the best combinations of subjective and objective measures. This systematic literature review identifies gaps in existing literature on performance measurement indicators in management and provides an exhaustive list of 161 indicators. These indicators can be used by practitioners and researchers to choose appropriate ones based on their needs. Future research should focus on case studies to validate results and enhance performance measurement systems in SHRM research.Practical implicationsThe study emphasizes the importance of examining the multidimensionality of OP, which is linked to stakeholders affected by performance measures, the assessment environment, and the time frame when gauging performance.Originality/valueThis review analyzed the intellectual structure of SHRM and OP research field and identified various research fronts. This study added to the literature a measurement framework with 10 perspectives in which 161 performance indicators were categorized.

Exploring ambidextrous human resource management and employee performance through the lens of managers’ ambidextrous orientation and individual ambidexterity

PurposeThe dynamic environment has necessitated searching for new ways for managing and grooming people for better performance. The purpose of this study is to explore ambidexterity in human resource management (HRM) for better management of paradoxical tensions and its effect on employee performance. Further, this research also addresses the black box in this relationship by evaluating the extraneous (managers’ ambidextrous orientation) and mediating (individual ambidexterity) variables in this relationship.Design/methodology/approachA quantitative research methodology has been used to explore the ambidexterity in HRM and its impact on employee performance. Around 470 banks have been contacted for data collection. The data have been thoroughly examined for reliability and validity. Further, it has also been checked for common method variance.FindingsThe findings revealed that individual ambidexterity mediates the relationship between ambidextrous HRM and employee performance. Further, managers’ ambidextrous orientation moderates the relationship between ambidextrous HRM and individual ambidexterity.Originality/valueThe present study makes an important contribution to the strategic HRM literature in general. The theoretical and practical implications have also been put forth for academic and practical fields. Lastly, the study contributes towards ambidexterity literature by examining it from an HRM perspective.

A classification of human resource management bundles for the inclusion of vulnerable workers.

Despite the societal importance to improve understanding of the role of employers in the inclusion of workers with a distance to the labor market, scant knowledge is available on the effectiveness of human resource management (HRM) bundles for the inclusion of vulnerable workers. This paper studies which HRM bundles are applied by employers that hired people with a distance to the labor market, and to what extent these different bundles of HRM practices are related to employment of workers with specific vulnerabilities, such as people with disabilities or people with a migration background. A latent class analysis of 1,665 inclusive employers was used to identify HRM bundles based on seven HRM practices: financial support practices, specialized recruitment, promotion and career opportunities, training opportunities, part-time work, job crafting, and adaptations to the workplace. Six bundles were identified: a recruitment and development bundle (34.4% of employers), a development bundle (24.8%), maintenance-focused practices (16.5%), a recruitment bundle (9.4%), a sustainable employment bundle (8.9%), and passive HRM (6.0%). Post-hoc analyses showed the probability of hiring specific vulnerable groups for each bundle (e.g., sustainable employment bundles showed the highest overall probability to hire people with a physical disability). Nuancing what is suggested in strategic HRM literature, we conclude that both extensive HRM and focused HRM bundles can be successful for the employment of vulnerable workers. In conclusion, there is no one-size-fits-all approach to inclusive employment and employers, large or small, can tailor their HRM systems to include vulnerable workers.

Employee disengagement: the catalytic role of leader-induced defensive cognitions and perceptual politics

PurposeThe study aims to attain insights into the role of destructive leadership and perceived organizational politics as catalysts for employee disengagement through the perspective of social identity theory. The research further considers employees’ defensive cognitions for a comprehensive understanding of these interrelated phenomena in the workplace.Design/methodology/approachIn order to ascertain the pertinence and contextual relevance of the proposed framework, literary review was complemented by a survey-based study encompassing 114 full-time employees purposively selected from the six systemically important banks of Pakistan.FindingsThe findings accentuate the significance of destructive leadership in inducing withdrawal behaviours among employees directly and indirectly through continuance commitment. The results also underline perceptions of politics as a significant work environment impediment amplifying employees’ propensity to undergo psychological withdrawal.Originality/valueThe study contributes to strategic human resource management literature by offering an identity-based explanation for employees’ disengagement, considering Pakistan’s power-distant and collectivist orientation. The research further introduces an empirical novelty by postulating a total effect moderation model.

Human Resource Management Practices and Firm Innovation: An Empirical Study in Sri Lankan SMEs

In the modern business world, organisations are confronting a severe competitive and unceasingly changing condition. In this context, innovation has gained significant popularity in management and entrepreneurship literature as vital in reaping competitive advantage. Thus, organisational practitioners are in the quest to better encourage and organise innovation within their firms to warrant sustainable competitive advantage. However, how to promote innovation within organisations remains obscure and paradoxical. The past literature shows that human resource management practices are the antecedents of firm innovation. Therefore, studies are investigating the role of human resource management in facilitating firm innovation. Nevertheless, empirical evidence remains inconsistent, and theory is fragmented. Notably, the link between human resource management and innovation in Sri Lanka echoes several unresolved aspects. Since scant empirical research has addressed those relationships in developing country contexts, this study explicitly investigates the relationship between human resource management practices and firm innovation in Sri Lankan SMEs. Data were marshalled through a self-reported questionnaire with 214 Sri Lankan SMEs. As a caveat, the reliability and validity of the variables were confirmed. The hypotheses were tested with statistical software, PLS-SEM (Partial Least Squares Structural Equation Modeling). The study revealed that recruitment and selection, training and development, and performance appraisal significantly impact firm innovation. However, compensation and reward systems positively impact product innovation, not process innovation, and this study found a negative impact of compensation and reward systems on administrative innovation. The study contributed to the extant human resource management and innovation literature in many ways discussed at the end of the paper. On an equal footing, practical implications for HR managers, practitioners and employees were lucidly discussed. The present becomes a springboard for future scholarly works.

Artificial Intelligence in Employee Learning Process: Insights from Generation Z

Abstract Artificial intelligence, as a field of computer science focused on developing technologies that simulate intelligent behaviours and human cognitive functions, undoubtedly has huge potential to transform all business activities, including the process of employee learning. However, different generations have varying attitudes toward the rapid advancement of technology and the increasing possibilities offered by artificial intelligence. The general purpose of this research is to gain insights into the attitudes of Generation Z regarding the use of AI in the context of the employee learning process. Empirical research was conducted on a sample of 264 respondents from Slovenia and Bosnia and Herzegovina. In addition to descriptive statistics, Cronbach's alpha, Shapiro-Wilk, and Mann-Whitney tests were used to test hypotheses. Generally, the research findings indicate that the upcoming generation of the workforce considers artificial intelligence a significant factor in improving the employee learning process. The study contributes to human resource management literature because it brings new insights into Generation Z attitudes, whose participation in the active workforce will significantly increase in the coming years.

The Influence of Interactional Justice and Procedural Justice on Organizational Commitment with Perceived Organizational Support as an Intervening Variable

This research aims to examine the influence of interactional justice and procedural justice on organizational commitment with perceived organizational support as an intervening variable. The instrument in this research uses a questionnaire in the form of a closed statement because there are already alternative answers in the form of a 1-5 Likert scale, respondents are permanent employees of PT. PLN UP3 Malang (Persero) numbering 106 people. Data analysis uses the help of Smart PLS4 data processing software. The research results show that interactional justice and procedural justice have a significant positive influence on organizational commitment. Perceived organizational support has also been proven to act as an intervening variable that strengthens the relationship between interactional justice, procedural justice, and organizational commitment. This research is useful in the field of human resource management, especially in managing company policy direction by considering aspects of justice and organizational support so that it can increase organizational commitment from employees. This study makes a new contribution by identifying the role of perceived organizational support as an intervening variable in the relationship between interactional justice, procedural justice, and organizational commitment, which can enrich the human resource management literature.

Institutional logics in play at work: how applying an institutional logics approach to employees’ intentions to quit contextualizes HRM

Organizational and human resource management (HRM) scholars have shown an increasing interest in examining how macro-level institutions influence individuals’ behaviour, frequently adopting an institutional logics perspective. This approach encourages a holistic perspective, highlighting the multiplicity of logics within organizations. However, HRM studies that adopt an institutional logics approach often focus on just two logics (profession and HRM), downplaying other logics that influence individuals, and not fully assessing how a HRM logic plays out in organizations. Based on 54 interviews with Pakistani banking employees, we find that their perceptions of HRM effectiveness only partially explain their turnover intentions. Several logics (HRM, traditional leadership, corporation, professional, family, and religious logics) and their associated values are in play at work, and help to explain how HRM influences employees’ intentions to quit. Consequently, we contend that the HRM literature that applies an institutional logics approach downplays the multiplicity of institutional logics embedded within local contexts, and overlooks how various institutional logics and their constituent values shape individuals’ behaviour. Thus, this article highlights the importance of contextualizing HRM policies, ways for HRM research to fully benefit from the institutional logics approach, and the role of values in shaping employees’ responses to enacted HRM policies.

Ensuring a smooth landing for starting VET teachers: integrating induction and HRM practices

PurposeThe goal of the current paper is to explore how induction of STs in VET schools can be improved by embedding induction in the broader human resources management (HRM) system. To this end, we will present and discuss the theoretical underpinning and the quantitative and qualitative outcomes of an online reflection instrument “Startwijzer,” developed in the Netherlands and which is based on literature on induction on one hand and on HRM literature on the other. In doing so the paper aims to contribute to induction theory and to formulate suggestions as to how provide STs with a smooth landing.Design/methodology/approachIn the period 2018–2023, the Startwijzer was filled out by starting teachers (STs), their coaches, HRM officers, team leaders and managers working in various VET schools. Descriptive analyses were done on respondents” (n = 629) scores on 13 indicators, with a three-point-Likert-scale (where 1 = “in order”, 2 = “doubt” and 3 = “in order”) in SPSS. Also differences among stakeholders were examined. Respondents’ explanations of their scores were analyzed thematically, within and across indicators, to reach a deeper understanding of how STs can be provided a smooth landing.FindingsWith AMO-theory of performance (Appelbaum et al., 2001) – stating that performance is a function of: abilities (A); motivation (M) and opportunities offered to exert expertise (O) – as conceptual model, 13 indicators relevant for effective induction were distinguished. (A): Timely Recruitment; Lesson Observations; Individual Coaching; Personal Development Plan; Reflection on Teaching Practice; Development of Professional Identity; (M): Exchange of Mutual Expectancies; Distinction among Performance Assessment and Guidance; Differentiation among STs; (O) Provision of Practical Information; Enculturation; Appointment of Coaches; Workload reduction. Respondents were generally very positive about the help and care provided informally by colleagues but less satisfied with the formal procedures.Originality/valueThe paper bridges the literature on induction and that of human resources management (HRM). While the positive impact of HRM on employee outcomes such as performance, commitment and well-being has been attested by numerous studies (e.g. Combs et al., 2006), it is only recently that the potential benefits of HRM for teachers have been acknowledged (e.g. Runhaar, 2017). The theoretical elaboration as well as the empirical evidence discussed in the current paper suggest that unless induction activities are embedded in school HRM policy, STs already start their careers 1–0 down and it might be difficult for them to catch up.

Commitment capital: Bridging the gap between organizational commitment and human capital resources

AbstractEven though, the human resource management literature has highlighted the importance of having employees that are committed to the organization, research on strategic human capital has yet to fully consider how commitment is related to human capital resources. In order to overcome the dominant individual‐level conceptualization of commitment and to detail how commitment affects human capital resources, we develop the unit‐level concept of commitment capital, which we divide into three levels: affiliative commitment capital, affinitive commitment capital, and absolute commitment capital. These conceptualizations are based on a 10‐year case study and incorporate commitment into a strategic human capital framework, thus bridging the current gap between organizational commitment and human capital resources.

What factors influence employee loyalty? A meta-analysis using VOSviewer

Academic research on employee loyalty, which is a crucial aspect of organizational success in today's competitive business era, is gaining increasing attention in the human resource management literature. Therefore, this study aims to map out concepts to provide a systematic and comprehensive analysis of trends related to employee loyalty through a bibliometric approach. The Scopus database was utilized to analyze and categorize all English-language literature published during the period from 2017 to 2023. VOSviewer software is also employed for graphical mapping of the scholarly landscape. Out of 263 documents retrieved from the Scopus database related to employee loyalty, 148 documents were selected for bibliometric analysis to comprehensively assess the current state and anticipate future trends. The analysis results indicate an increase in the number of publications on employee loyalty from 2017 to 2023. The selected articles cover various topics, including factors influencing employee loyalty, measurement of loyalty, human resource management strategies to enhance employee loyalty, and the impact of employee loyalty on organizational performance. The results indicate a significant increase in the literature, demonstrating that employee loyalty has a substantial impact on organizational sustainability and cohesion among its members. The practical implications of these findings can assist organizations in designing more effective human resource management strategies to retain and enhance employee loyalty, which, in turn, can contribute to the long-term success of the organization.