Human Resource Management Management Research Articles

Role of Strategic HRM as Mediator of Intellectual Assets and Knowledge Sharing of Hotel Performance in West Java

In addition to examining the factors affecting organizational performance and hotel performance, this research aims to investigate the relationship between knowledge sharing and intellectual assets and hotel strategic human resource management (HRM). To create a robust knowledge culture, strategic HRM and hotel management should collaborate. This can be accomplished by holding team meetings, workshops, employee development programs, and discussion forums to promote cooperation and knowledge exchange among staff members. Maintain a competitive edge in the hospitality sector, while offering visitors outstanding service. This research was done using quantitative methods. In this study, 185 employees served as samples. Structural equation modeling was used in the analysis method (SEM). The findings demonstrated that knowledge sharing and intellectual assets impact the hotel’s strategic HRM. Hotel performance is impacted by knowledge sharing and intellectual assets. Strategic HRM influences organizational performance. Intellectual assets and knowledge sharing affect hotel performance through strategic HRM. By increasing employee knowledge and skills and encouraging collaboration and continuous learning, hotels can improve organizational performance, provide superior service to guests, and stay competitive in the hospitality industry. Strategic HRM should work closely with hotel management to build a strong knowledge culture. This can be accomplished by carrying out initiatives like staff development and training, workshops, team meetings, and discussion forums to encourage collaboration and knowledge sharing among employees. Keywords: intellectual assets, knowledge sharing, strategic HRM, organizational

High-performance work system and organizational resilience process: The case of firms during a global crisis.

Owing to consecutive global crises (e.g., the COVID-19 pandemic, multiple regional wars), interest has grown in understanding and promoting organizational resilience. There is scant knowledge about how a human resource management (HRM) system can foster organizational resilience. This study examines the role of a high-performance work system in the organizational resilience process during the COVID-19 pandemic. We focus on two properties of the resilience process: stability during the jolt phase and flexibility during the turnaround phase. We test our hypotheses using quarterly sales data from 268 Korean firms during the COVID-19 pandemic. Our findings show that an high-performance work system reduces the severity of loss during the jolt phase (i.e., it maintains stability) through an increased climate of trust and enhances the scale of recovery during the turnaround phase (i.e., it improves flexibility) through an increased climate of innovation. We advance research on HRM, organizational resilience, and crisis management, showing how an HRM system can foster two essential properties for the resilience process to unfold effectively over time after the onset of a crisis. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Implementation of Training Strategies, Financial Management, Human Resource Management, Business Management, Layer Chicken

This article explores the implementation of financial management, human resource management (HRM), and business management training strategies in the context of layer chicken farming in Indonesia. Using a case study method, this research investigates best practices and challenges faced in implementing these strategies. The findings indicate that training in financial management, HRM, and business management significantly enhances operational efficiency and profitability of layer chicken farming businesses. However, the implementation of these strategies also encounters several obstacles such as limited resources, resistance to change, and a lack of understanding of the importance of effective management. This article provides valuable insights for layer chicken farming business owners and other stakeholders to strengthen management practices in the poultry industry. Further steps are also suggested to address the challenges encountered in implementing these strategies.

Examining the Impacts of Human Resource Management HRM-Financial Management Alignment: A Qualitative Review of Accounting Literature

This qualitative research explores the implications of aligning Human Resource Management (HRM) practices with Financial Management objectives in organizations. The study aims to investigate the strategic significance of HRM-Financial Management alignment, its impact on organizational performance, and its implications for managerial practice. Through a comprehensive literature review, the research examines existing knowledge, theories, and empirical findings related to HRM-Financial Management alignment. The methodology involves systematic data collection, thematic analysis, and synthesis of literature from scholarly articles, books, and reports. Findings indicate a positive correlation between alignment and organizational outcomes, including financial performance, employee productivity, and innovation. The strategic integration of HRM and Financial Management functions fosters collaboration, communication, and innovation within organizations, enhancing their competitiveness and long-term sustainability. The study underscores the importance of prioritizing HRM-Financial Management alignment as a strategic imperative for organizational success in dynamic and competitive business environments.

SMEs sustainability: The role of human resource management, corporate social responsibility and financial management

Research background: The sustainability of small- and medium-sized enterprises (SMEs) represents a significant scientific and professional problem in the current turbulent period because these enterprises play an important role in any country’s economic and social systems. Purpose of the article: This paper aimed to define the significant sustainability factors of small and medium-sized enterprises and to quantify their impact and importance on the sustainability of SMEs. The areas of Human Resource Management, Corporate Social Responsibility, and financial management were defined as significant sustainability factors. Methods: Empirical research, on which the scientific hypotheses were formulated and evaluated, was conducted in June 2022 in V4 countries (Czech Republic, Slovak Republic, Poland, and Hungary) using a structured questionnaire. The study accumulated a sample of 1398 respondents. Data collection was conducted through an external agency, MN FORCE, operating in Central European countries. The Computer Assisted Web Interview (CAWI) method was used to record respondents’ perceptions. Descriptive statistics, correlation analysis, and linear regression analysis were used to evaluate the hypotheses. Findings & value added: The research showed that all defined factors in the areas of Human resource management (HRM), Corporate social responsibility (CSR), and financial management of the firm had an impact on defined sustainability attributes. The greatest impact was found on the firm’s financial management, followed by CSR and HRM. The empirical results confirm that the intensity of the independent variables varies across the V4 countries. These results also show that the intensity of the selected HRM, CSR, and financial management factors of a firm is higher in the integrated models than in the models for individual V4 countries. The research results have shown that a range of factors determine the right attitude towards the sustainability of companies. In this context, economic policymakers and entrepreneurs must perceive sustainable growth as complex and apply a systemic approach to its design and implementation.

A Study on the Mediating Effect of Knowledge Management Capability between HRM Practices and Radical Innovation Capability in Malaysia SME-ICT

Increasingly, executives understand the value of information as a source of new ideas for their companies. Only a small number of research examine the role of HR management in increasing knowledge competency, which leads to enhanced creativity inside firms. Because of this, this research examines how human resource management policies and practices affect the link between knowledge management competency and innovation. Consequently, The research is based on primary data collected from 200 SMEs in Malaysia's Klang Valley in the ICT sector. The study's goals necessitate a quantitative methodology. ICT small and medium-sized enterprises (SMEs) owners, CEOs, and managers are surveyed utilizing a survey method. More than 200 responses were received and analysed in the course of this study. The study models and hypotheses were evaluated using the Partial Least Squares (PLS) method. Research is scarce in the domains of HRM and innovation, as well as the interaction between HRM and knowledge management in the context of innovation. Research indicates a good correlation between Human Resource Management (HRM) Capabilities and Knowledge Management.

The mediating performance role of staffing options in MNE subsidiary strategies within rapidly deteriorating environments

PurposeIn an environment of intensive global mobility, this study aims to investigate the performance role of staffing choices within diverse MNE subsidiary strategies. Incorporating the integration-responsiveness (IR) framework with a contingency perspective, this study proposes that the performance success of distinct MNE subsidiary strategies depends on staffing choices. This study argues that performance differences of staffing choices such as assigned expatriates, self-initiated expatriates, former inpatriates and host-country nationals derive from their different knowledge/experience advantages regarding the intra-firm environment and local market conditions.Design/methodology/approachThe study utilizes a unique sample of 169 foreign subsidiaries located in Greece that faced the outbreak of the COVID-19 pandemic (in 2020). For robustness reasons, this study also captures the imposition of capital controls (in June 2015).FindingsThis study finds important mediating performance effects of a diversified human resource portfolio across distinct subsidiary strategies in difficult times. Integration strategy tends to use more assigned expatriates, locally responsive strategy tends to utilize more host-country nationals, whereas multi-focal strategy favors self-initiated expatriates and former inpatriates, with positive subsidiary performance effects accordingly. So, staffing policies that are suitable to balance the needs of Human Resource Management (HRM) portfolio differ from strategy to strategy. Moreover, this study finds that managing HRM diversity is crucial in turbulent times.Originality/valueWhile the empirical evidence has been predominantly accumulated from large economies, largely neglecting performance effects of MNE subsidiary staffing in crisis contexts, the analysis sheds light on a small open economy (i.e. the Greek context) emphasizing rapidly environmental deterioration. The findings extend existing theorizing on international performance and HRM management by providing an integrative conceptual framework linking integration-responsiveness motivated strategies with distinct groups of high-quality human resources under contingency considerations, so creatively synthesizing largely fragmented IB and HRM research streams. The study provides valuable insights into the performance role of non-conventional staffing choices such as self-initiated expatriates and former inpatriates, given that relevant studies examine either exclusively expatriates or compare expatriates with host country nationals, reaching inconclusive results.

Covid-19 crisis management human resource cost-retrenchment: the role of transformational leadership and ethical climate

PurposeAs the tourism industry emerges from full or partial closure caused by the COVID-19 crisis, it is imperative to understand the internal conditions that assisted organizations to maintain positive employee attitudes despite the adverse effects of unpopular cost–retrenchment strategies. Therefore, this study aims to understand the impacts of transformational leadership (TFL), human resource management (HRM) crisis cost–retrenchment and ethical climate (EC) on employee job outcomes affected by COVID-19 pandemic.Design/methodology/approachMid-level managers of service organizations from a travel destination heavily reliant on the tourism participated in an online self-administered survey one month after the state eased its COVID-19 travel restrictions. Partial least square structural equation modeling (PLS-SEM) examined how TFL and EC influenced cost–retrenchment crisis–management HRM, satisfaction and trust in the organization, followed by PLS multi-group analysis (PLS-MGA) to understand differences between hospitality and non-hospitality employees.FindingsResults revealed an overall positive effect of TFL that diminished the negative affect of HRM cost-retrenchment on employee satisfaction. PLS-MGA showed a significant positive role of other-focused EC on employee outcomes, especially for hospitality organizations, whereas self-focused EC had a negative impact for non-hospitality firms.Originality/valueThis study contributes to contingency theory of leadership by demonstrating that TFL in combination with EC mitigates or overpowers the negative effects of cost–retrenchment crisis management strategies on employees. The study advances knowledge of self-focused and other-focused moral reasoning climate impacts under COVID-19 conditions for hospitality organizations. The industry comparison results highlight the important positive characteristics of hospitality crisis management.

The Effect of Sustainable Human Resource Management Practices on Customer Satisfaction, Service Quality, and Institutional Performance in Hotel Businesses

The purpose of the current research seeks to explore the influence of sustainable Human Resource Management (HRM) practices on customer satisfaction, service quality, and institutional performance in inner-city hotel businesses. The information was gathered by studying Cypriot inner-city hotels. A quantitative method was used to gather data from HRM managers, staff, and patrons at every inner-city hotel under study. The questionnaires were specifically employed by the researchers. Based on the findings of this study, human resource management techniques have a substantial effect on customer satisfaction. The most important relationship was discovered between customer satisfaction and institutional performance, which is an important result. This finding has tremendous importance since it is the first time that it has been demonstrated in a study pertaining to the inner-city hotel business. Customer satisfaction is influenced by both HRM and service quality practices. Ultimately, this research supports the close association between HRM practices and hotel performance. Both human resource management methods and service quality practices have shown their impact on client happiness. Lastly, the research provides evidence for the close relationship between hotel performance and HRM practices.

Innovating HRM Recruitment: A Comprehensive Review Of AI Deployment

Recently, the integration of digitalization has led to the prevalence of artificial intelligence (AI) in human resource management (HRM), such as the utilization of artificial intelligence (AI)-based applications during the recruitment process. These AI-driven technologies have risen to prominence due to their ability to facilitate synergistic collaboration between humans and computer intelligence to effectively achieve desired goals. This paper reviews the research conducted on AI-based HRM and its consequences for recruiting outcomes. The systematic literature review is based on a search within the Web of Science and Scopus databases, which resulted in 46 peer-reviewed journal articles published from 2019 to 2023. The findings of the study were divided into five categories: (a) AI-based HRM, (b) ethics of AI in HRM, (c) benefits of AI-enabled selection tools, (d) risks of AI-enabled selection tools, and (d) usage of AI in recruitment in different country contexts. This paper provides a general overview of AI-based HRM management and its duality and complexity. One of the toughest challenges for HRM is to maintain a collaborative spirit when human workers are with AI-enabled robots’ side by side. Organizations are required to perceive both the potential risk and the opportunities that AI recruiting tools may generate. From the perspective of article outcomes, the majority of related studies have been performed in African and Asian countries, which suggests that there is a lack of empirical studies in the European region. One of the major causes may be assumed to be legislation issues, precisely general data protection rules (GDPRs), which hinder the process of adopting technology-based recruiting tools. During AI decision making, fairness should be at the centre of the procedure. Despite some preferences for AI recruitment, such as streamlining HR tasks, this raises many ethical and legal issues that should be solved—at least balanced—not to leave feelings of unfairness among potential employees. AI-based technology solutions require significant time and effort to peacefully exist in the job market. HR managers should not have the feeling of danger of being replaced by AI recruiting tools. To combine best of both worlds, the collaboration of human resources and artificial intelligence is very prominent; however, surveillance of AI technologies should never be lost. This article sheds light on key trends in the literature and the main drivers and obstacles associated with the adoption of AI-enabled recruiting tools. There is growing academic interest in AI utilization in the HRM process, which has been discussed in the current paper. Additionally, future study recommendations are proposed.

Human Resource Practice and Knowledge Management Capability in Smes

Objective: Managers today recognise the value of knowledge as an intangible asset that fosters organisational creativity. Few studies, on the other hand, examine the role of human resource management in fostering knowledge competency, which leads to improved corporate innovation.
 Methodology: The study is empirically based on primary data collected from 200 SMEs in Malaysia's Klang Valley's ICT sector. A quantitative technique is employed to achieve the study's aims. A survey technique is used to poll owners, Chief Executive Officers (CEOs), and management of ICT SMEs. A total of 200 responses were collected and analysed. The research models and hypotheses were evaluated using the Partial Least Squares (PLS) technique.
 Findings: Both identifying the elements and mediation mechanisms in the link between human resource management (HRM) and innovation, as well as the interaction between HRM and knowledge management in the context of innovation, are study gaps. According to the research, Human Resource Management (HRM) Capabilities are positively related to Knowledge.
 Implications: As a result, this paper investigates the implications of human resource management policies and practises on the relationship between knowledge management competency and creativity.

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.

A CONCEPTUAL ANALYSIS OF THE DIFFICULTIES AND POTENTIAL HRM TECHNIQUES FOR THE INTERACTION OF MANPOWER WITH ARTIFICIAL INTELLIGENCE

Abstract Objective - This essay intends to particularly address the difficulties that modern organizations' human resource management (HRM) departments and leaders confront as a result of the close interaction between human workers and artificial intelligence (AI)—primarily robots—especially at the team level. On the basis of a conceptual evaluation of the available research, it also offers some prospective solutions that may be helpful to overcome these difficulties. Design, methodology, and approach — To give a very comprehensive yet critical overview of the interaction between AI (especially robots) and HRM in modern organizations, the current study engages in conceptual work that integrates several streams of literature. Results - We emphasize that interactions and teamwork between human workers and robots are evident across a variety of organizational tasks and industries, where both are contributing team members. The HRM function in modern organizations is faced with some particularly difficult challenges as a result of the need to address workers' anxiety about working with AI, particularly in relation to potential job loss and the challenging dynamics of establishing trust between human employees and AI-enabled robots as team members. Along with these, HRM staff members need to carefully handle employee performance evaluations in the future as well as human workers' expectations for task completion with their AI-enabled robot co-workers. When placing human workers in teams with robots, the authors discovered that organizational support mechanisms such as a welcoming climate, training opportunities, and assuring a suitable technological competence level are crucial. Finally, we discovered that one of HRM's most difficult difficulties is performance evaluation in teams where humans and AI (including robots) coexist. We emphasized the possibility of drawing insights from the computer gaming literature, where performance evaluation models have been developed to analyze human and AI interactions while keeping the context and limitations of both in mind. We discussed the lack of frameworks to guide HRM managers in this concern. Originality/value - Our study is one of the few to go beyond a broad or functional analysis of AI in the context of human resource management. It focuses primarily on the teamwork aspect, where human employees and AI-powered robots (robots) collaborate and provide insights and suggestions for such teams' efficient operation.

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

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

Human resource management practices and total quality management in insurance companies: Evidence from Jordan

This study aims to extend the argument about the association between HRM and Total Quality Management (TQM) in insurance companies in Jordan. It is argued that the consideration of TQM can be supported in terms of configuration as an effect of Human Resource Management (HRM) in the presence or absence of other HRM practices. Data for this study were collected from 24 insurance companies listed on the Amman Stock Exchange and 342 employees. PLS-SEM was used to analyze the data collected through path analysis. Structural equation modeling was used to examine a causal relationship between the variables. The overall effect of HRM on TQM was explored to improve quality orientation and people criteria in insurance companies. The findings have indicated a significant and positive effect of teamwork, staffing, performance appraisals, and compensation on TQM. However, training and development have a negative, but significant impact on TQM. In addition, TQM significantly and positively affects the HRM of an organization. Performance was also positively and significantly affected by HRM. TQM is an important factor of HRM in insurance companies. AcknowledgmentThe authors are very thankful to all the associated personnel in any reference that contributed to the purpose of this study.

Strength of HRM systems and perceived organizational support as determinants of employment relationships: The perspective of HR managers and workers’ representatives

This article seeks to explain and understand how the strength of a human resource management (HRM) system and perceived organizational support (POS) determine employment relationships (ERs) in organizations and the behaviors they generate in terms of organizational citizenship behavior (OCB) and intentions to remain (IR). A typology of ERs is proposed, considering perceptions about the HRM system (Ability, Motivation, and Opportunity [AMO] model), its strength, and POS. An analysis was adopted, looking into organizations in two separate studies in service sectors (hospitality and financial services), taking as informants to 130 and 87 HRM managers and 30 workers’ representatives as proxies of organizations and employees, respectively. Cluster analysis and analysis of variance (ANOVA) were conducted, and results are congruent with theoretical frameworks such as Attribution Theory and Social Exchange Theory. Depending on how stakeholders understand the way in which the HRM system is implemented and the level of POS, certain ERs are developed and explain employees’ responses in terms of OCB and IR behaviors. JEL CLASSIFICATION: M1.

Between fit and flexibility? The benefits of high‐performance work practices and leadership capability for innovation outcomes

AbstractThe idea that human resource management (HRM) plays a strategic role in generating sustainable competitive advantage for organisations or intermediate outcomes such as innovation is a central tenet in HRM theory and research. Yet, the explanation for this relationship remains unclear. We contribute to understanding how HRM plays a role by integrating insights drawn from HRM and strategic management. We explore how configurations of high‐performance work systems (HPWS) and leadership competence (LC) provide micro‐foundations for organisational capabilities associated with innovation. We also examine the moderating role of external environmental conditions. We find support for the proposition that HPWS and LC contribute to capabilities associated with innovation. Importantly, in stable environments, the formation of the capabilities required for innovation is more strongly associated with HPWS, whereas in more dynamic environments, LC plays a more pronounced role. These findings have implications for understanding the strategic role HRM plays and for management practice.

How to use language agents for knowledge transfer? Evidence from translators and multinational organizations in Korea

PurposeFor knowledge transfer in multinational organizations, knowledge management studies draw on diverse practices, such as employees’ language proficiency or environments, such as cultural contexts, but pay little attention to the practical role of external agents, i.e. translators. The purpose of this study is to analyze how translators facilitate knowledge transfer, using their professional identity in relation to employees’ cultural competence and organizations’ Human Resource Management (HRM) practices.Design/methodology/approachThis study examines survey data on 182 translators and 206 HRM managers who work in multinational organizations. Regarding common method bias, comparing people with different views and inclusion of control variables collected from archival sources will help the empirical results to be robust.FindingsThis study finds that translators’ business-oriented professional identities complement employees’ cultural competence and eventually promote knowledge transfer. Furthermore, translators’ business-oriented professional identities are enhanced by organizations’ commitment-based HRM practices.Originality/valueThis study expands knowledge management studies by incorporating external agents into the analysis of knowledge transfer. Particularly for the language approach in knowledge management, the framework of this study sheds light on the critical dimension of translators’ professional identity for organizational goals. Practically, this study suggests that multinational organizations should design commitment-based HRM practices to motivate translators’ business-oriented identity for knowledge transfer.

Executive coaching effectiveness: towards sustainable business excellence

In order to bridge the gap and provide organisations with practical assistance in dealing with the effectiveness of executive coaching for sustainable business excellence, the main purpose of this paper is to explore the complexity of executive coaching by proposing a comprehensive executive coaching framework that examines the important constructs and the entire impact of executive coaching effectiveness in Malaysia. Based on the extensive review of the current literature, coach-centric constructs, coachee characteristics, quality relationship and organisational support with coaching effectiveness are investigated through 320 questionnaires. The objective-driven model, which focuses on the extent to which coaching objectives have been met, was used to measure the effectiveness of executive coaching. The main results of the structural equation modelling analysis demonstrate that organisational support, coachee characteristics and quality relationship significantly influence coaching effectiveness. These findings provide a basis for the advancement of the executive coaching and human resource management (HRM) research literature. The practical implication of this study could be useful for HRM managers, who want to enhance leadership capabilities through executive coaching engagement that support their organisational performance. This Malaysian study will build upon the existing knowledge by investigating the factors contributing to executive coaching effectiveness from the coachee’s viewpoint.

Corporate Social Responsibility and Human Resource Management: Towards Sustainable Business Organizations

Today’s organizations are immersed in a global market, where any detail can provide a competitive advantage over rival companies and condition their sustainability. Corporate Social Responsibility and Human Resource Management have become very powerful tools within companies. However, the potential, development, and measurement of Corporate Social Responsibility (CSR) and Human Resource Management (HRM) have not been sufficiently explored. The literature has developed multiple case studies on CSR and HRM and has studied the combination of both factors and their link to economic, environmental, and social sustainability, but has not yet found a solid basis from which to address the new functionality of CSR, HRM, and sustainable business management. This work aims to investigate trends in scientific production related to Corporate Social Responsibility and Human Resource Management. Bibliometric techniques and SciMAT software have been used for this purpose. A total of 314 articles from Web of Science (WOS) indexed journals were analyzed. The results obtained confirm that the interest in the study of these concepts has grown exponentially in the last decade. It should be noted that the definitions of CSR and HRM, and even the relationship between the two, continue to be subject to multiple interpretations. The contribution of this work lies in the fact that, through the longitudinal analysis carried out, light is shed on the groups of issues that emerge with special projection, such as green-management, stakeholders, commitment, competitive-advantage, satisfaction, performance, sustainability, or research-methods-analysis, and which must continue to be explored in order to respond to the demands that business organizations have in this respect, and to help the total integration of the different approaches related to CSR and HRM.