Human Resource Management Perspective Research Articles

Różnorodność preferencji pracowników wobec pracy twórczej versus rutynowej oraz indywidualnej versus zespołowej w warunkach pracy zdalnej

The change in preferred work models that occurred during the pandemic and post-pandemic period has meant that both creative and reproductive work now takes place in stationary, hybrid, and fully remote conditions. Employees, both those performing creative and reproductive work, in teams or individually, increasingly have to function efficiently in virtual reality, and thus in conditions of physical loneliness. Therefore, this article aims to identify how performing work remotely contributed to changing the preferences of creative and non-creative employees towards performing professional duties of a creative versus routine nature, individually or in teams. The research was carried out using the CAWI survey method among 1,000 respondents in Poland, examining their opinions on the preferences for performing work of various types in remote conditions. The study showed that each of the four types of work examined is a challenge for employees who work remotely, with the majority of respondents declaring that each type of work (creative individual, creative team, routine individual, and routine team) is more difficult for them than in the pre-pandemic reality. Moreover, it was found that the more creative the nature of the work performed, the more negatively employees assessed the preferences for performing creative and routine work, both in teams and individually. Managing creative and reproductive work is one of the most important challenges for modern managers. Currently, many scientific discussions concern what work can be automated or entrusted to artificial intelligence, and what should remain in human hands. This article may be of interest to managers as well as psychologists and creativity educators, whose task will be to prepare work teams to perform creative tasks (work of a creative nature) in remote conditions. The original value of the presented work is such a broad approach to research issues, considering both preferences for creativity and reproduction of work in conditions of individual remote work and remote teamwork. The article takes into account aspects that are important from the perspective of human resources management, management of creative teams, and employee creativity management with the increasing use of hybrid and fully remote work models in organisations.

Snapshot of digital transformation from the perspective of human resource management: a bibliometric approach

PurposeThe study aims to explore digital transformation from the viewpoint of human resource management to uncover possible threads of relationship using bibliometric analysis. It also aims to identify the trending research themes within the domains of digital transformation (DT) and human resource management (HRM) collectively.Design/methodology/approachThe research employs a mix of quantitative bibliometric techniques and qualitative content analysis. A corpus of 227 articles retrieved from the Scopus database was analyzed using the R-based Biblioshiny and VOS viewer.FindingsThe study shows publication trends, influential authors, leading journals, highly productive institutions, and, countries in the domain of DT and HRM. Co-citation and co-occurrence analysis was undertaken to identify the research clusters, depicting trending research themes that extensively dominate the research under this domain.Research limitations/implicationsThis study will serve as a ready reckoner for academicians and business leaders, giving them useful insights to make their road towards digital transformation less challenging with the assistance of human capital.Originality/valueThis study is one of the initial efforts to quantitatively synthesize the results of earlier publications using bibliometric techniques in the domain of DT and HRM together. It will aid researchers in locating research gaps and filling those gaps in the future.

Perspectives on perceived workplace age discrimination and engagement: The moderating role of emotion regulation

ABSTRACT Engaging workers with their work is fundamental for employee wellbeing and performance. Perceived age discrimination in the workplace is a factor that may influence workers’ engagement. The present study aimed to analyze the moderating role of emotion regulation in the relationship between perceived age discrimination and work engagement. Survey data were collected from a sample of 453 Portuguese workers of various age groups, between 18 and 65 years-old. Four instruments were used in this study: (a) a sociodemographic questionnaire; (b) the Workplace Age Discrimination Scale (WADS); (c) the Emotion Regulation Scale and (d) the reduced version of the Utrecht Work Engagement Scale (UWES-9). Results show that perceived workplace age discrimination negatively impacts work engagement. Further, results suggest that emotional regulation exacerbates the negative relationship between perceived age discrimination and work engagement. The progressively aging workforce is creating challenging issues to organizations, from a human resource management perspective. Age management strategies to address perceived age discrimination and work engagement are needed.

Study on the Realistic Constraints and Strategies of Rural Talent Development under the Background of Rural Revitalization

The report of the 20th National Congress of the Communist Party of China proposed to continue to implement the "rural revitalization strategy". Human resources are the necessary force for rural revitalization, and also an important driving force for China to achieve Chinese path to modernization. From the perspective of human resource management, from the perspective of policies and government responsibilities, this paper analyzes the current issue of rural talent retention, explores the root causes of rural human resource loss from the inside out, and proposes suggestions for the introduction and management of rural talent resources.

Self-Efficacy and Emotional Intelligence as Predictors of Work Engagement in Peruvian Health Personnel

Background: The crucial role of nurses within the global healthcare system is undeniable, especially considering the high demand and significant stress that characterizes their professional field. From an administrative and human resource management perspective in healthcare, the importance of emotional well-being, along with emotional intelligence and self-efficacy, has emerged as a primary focus of interest in recent research, particularly highlighted in the Peruvian nursing scenario. Objective: This study aimed to understand the relationship between self-efficacy, emotional intelligence, and work engagement among Peruvian nurses, and how these factors might influence the quality of care provided and staff retention in the healthcare sector. Methods: A quantitative analysis was conducted, based on structured surveys that measured levels of self-efficacy, emotional intelligence, and work engagement. The participants were registered nurses in Peru, and the sample was stratified according to different regions and levels of experience. Results: The findings confirmed a positive relationship between self-efficacy and work engagement, corroborating previous research. Furthermore, the positive association between emotional intelligence and work engagement in this professional group was validated. It was evidenced that nurses with higher emotional intelligence and self-efficacy tend to have a greater work engagement, positively affecting the quality of care and their retention in the healthcare sector. Conclusions: Emotional intelligence and self-efficacy are fundamental for the work engagement of Peruvian nurses. These factors not only impact the academic realm but also have essential practical significance in the healthcare sector. The promotion and training in these areas could be crucial to ensure quality care and the emotional well-being of nursing staff.

The Impact of Green Marketing Strategies on Employees Green Performance: An HRM Perspective

The rising concerns of the influence of human actions on the environment has resulted in a growing focus in the field of management science, particularly Human Resource Management (HRM). The right direction of going green must be directly linked with Environmental, Economic, and social performance Also, the field of Green Marketing has recently gained significant interest from researchers and practitioners in the realm of consumer behavior. Marketing and HR are fundamental departments in any organization, and their collaboration is essential for the success and resilience of a business, especially if the focus on sustainable development. This research aim to identify the impact of GM on employees’ green performance (GP). Also, to enhance research efforts, and improve the search process for other researchers seeking relevant paper and future research. The research problem has been formulated with the question: Can green marketing impact employees’ green performance by adapting, implementing, and promoting environmentally conscious behavior and corporate sustainability. This article provides a systematic Literature Review of existing research as a methodology. This research found that business can use GM strategies to impact the employees GP. Therefore, promoting and encouraging environmentally conscious practices in the workplace and incorporating a “sustainable culture” will help employees feel healthier, more motivated to finish their work, easily communicating their ideas about best green practices, and more satisfied with the company.

Do employees and firms benefit from autonomous work practice? Curvilinear effects on collective turnover and productivity of firms

The present study focuses on the opportunity dimension of the ability–motivation–opportunity framework and explores the implications of autonomous work practice (AWP) for the collective turnover and productivity of firms. Given the trade-offs between the costs and benefits of AWP and its potential double-edged sword effects, we adopt the interdisciplinary perspective on job design (i.e. mechanistic and motivational models) as basis to theorize the curvilinear effects of AWP. We further hypothesize the interaction between AWP and work flexibility, consistent with the internal fit perspective of strategic human resource management. The current framework is validated by analyzing multisource, time-lagged data collected from 1,240 firms over a two-year period. The analysis confirms the hypothesized curvilinear effects of AWP, in which collective turnover is low only when the level of AWP is moderate. The detriment of a high level of AWP on increasing collective turnover is amplified for firms with low work flexibility. By contrast, firm productivity is high when the AWP level is either low or high, and the benefit of a high level of AWP on increasing productivity is pronounced for firms with high work flexibility.

Junior doctors’ workplace well-being and the determinants based on ability–motivation–opportunity (AMO) theory: Educational and managerial implications from a three-year longitudinal observation after graduation

Purpose Junior doctors function as trainees from an educational perspective and as employees from a human resource management perspective. Employing the ability-motivation-opportunity (AMO) theory as a conceptual framework, this study longitudinally investigated the factors affecting the workplace well-being and career progression of junior doctors over a 3-year period following their graduation from medical schools. Materials and methods This 3-year prospective cohort study enrolled junior doctors who graduated from 2 medical schools in June 2019 in Taiwan. This study collected data by implementing web-based, self-administered structured questionnaires at 3-month intervals between September 2019 and July 2022. The collected data encompassed ability indicators (i.e. academic performance and perceived preparedness for clinical practice), motivation indicators (i.e. educational and clinical supervision), opportunity indicators (i.e. clinical unit cultures), and workplace well-being indicators (i.e. burnout, compassion satisfaction, and job performance). A total of 107 junior doctors participated, providing 926 total responses. The data were analysed using univariate analyses and structural equation modelling with path analysis. Results Over the 3-year period following graduation, the junior doctors’ confidence in their preparedness for clinical practice and the educational and clinical supervision had varying degrees of influence on the junior doctors’ workplace well-being. The influence of clinical unit cultures, which can provide opportunities for junior doctors, became evident starting from the second year postgraduation; notably, unit cultures that emphasised flexibility and discretion played positive and critical roles in enhancing the junior doctors’ workplace well-being lasted to the third year. Conclusions Our findings provide insights into the distinct critical factors that affect the socialisation of junior doctors within workplace environments over 3 consecutive years. These findings can provide guidance for medical educators and healthcare managers, helping them understand and support the progressive integration of junior doctors into their work environments.

A Conceptual Model of Nurse Retention Integrating Quality of Work Life and Human Resource Management: The Case of Jordan

Worldwide, the health sector faces a major challenge in retaining its staff. In Jordan, both public and university hospitals struggle with high turnover among nursing staff, which ultimately affects their overall performance. This study aims to discuss an integrated conceptual model that is developed based on the impact of quality of nursing work life (QNWL) and human resource management (HRM) practices on nursing staff retention. The model is drawn using the socio-technical system (STS) and social exchange (SET) theories to support the significance of QNWL and nurse retention. In addition, HRM practices involving training, compensation, performance appraisal, and recruitment were used. This framework contributes to research by combining the perspectives of QNWL and HRM to understand employee retention comprehensively. The practical insights derived from this model can be used to improve nurse retention strategies in the Jordanian healthcare system and as a foundation for future empirical research.

How green human resource management can promote green competitive advantage: The role of green innovation

AbstractWith growing public concerns about ecological issues, it has been increasingly critical for corporations to enhance their green competitive advantages. Utilizing a natural‐resource‐based view of firm and human resource management (HRM) perspective, we propose that green HRM (GHRM) promotes firms' green competitive advantages by facilitating two kinds of green innovation (i.e., green product/process innovation). Via a two‐wave survey study of chief human resources officers (CHOs) and chief financial officers (CFOs) from 69 companies in China, we find support that GHRM positively links to green product and process innovations, each of which will, in turn, have a positive correlation with a green competitive advantage. Moreover, an indirectly positive linkage between GHRM and green competitive advantage via two types of green innovation is also proved. Our study expands current research by demonstrating a positive effect of GHRM in building green competitive advantage and by revealing two parallel mechanisms of such effect.

Implementation Of Balance Score Card To Improve Employee Performance At PT Gaya Makmur Tractors

To evaluate a company's success, performance evaluations must be conducted using acceptable performance assessment criteria. Performance appraisal also plays a vital role because it seeks to encourage employees to achieve efficiency and effectiveness in a company. Performance assessments help multinationals evaluate global human resource efficacy for optimization and improvement. It can be said that the Balanced Scorecard can help companies communicate the company's business strategy and as a company goal to achieve the vision and mission. Assessment of performance measurement through the balanced scorecard is an important factor in the company. Apart from being used to assess a company's success, performance measurement can also be used as a basis for determining a company's reward system, for example, to determine employee salary levels and appropriate rewards. Management can assess previous times using business efficiency data as the instrument. Traditional performance assessment, which primarily takes the financial sector into account, is currently what is most frequently utilized in businesses. Measuring performance with this system causes the company's orientation to only short-term profits and tends to ignore the long-term survival of the company. Performance measurements that focus on the financial sector are unable to estimate the performance of the company's intangible assets and intellectual assets (human resources). Additionally, this method of assessing achievement is less capable of entirely driving the organization on a better path and pays less consideration to the external sector and its history. Data analysis was carried out descriptively qualitatively. Using a deductive approach, the conclusion is reached by moving from the general to the specific, particularly those that are connected to the research issue, namely Smart Performance from an Islamic Human Resource Management Perspective. According to the findings, PT Gaya Makmur Tractors was urged to prepare for the worldwide marketplace by changes in performance activities. The key to competition in the global market is total quality which includes emphasis on product quality, cost or price quality, service quality, timely delivery quality, and other satisfactions that continue to develop to provide continuous satisfaction to customers. A crucial element of the business is performance measurement or assessment. Apart from being used to assess a company's success, performance measurement can also be used as a basis for determining a company's reward system, for example, to determine employee salary levels and appropriate rewards. Management can also use company performance measurements as a tool to evaluate the previous period

Understanding tacit knowledge loss in public enterprises of South Africa

Orientation: South African state-owned enterprises (SOEs) are facing a perpetual struggle of institutional tacit knowledge loss, which poses a risk to these entities and threatens their sustainability. The research project endeavoured to tackle these challenges from knowledge management (KM) and human resource management (HRM) perspectives and proposes a plethora of integrated knowledge-driven HRM processes to mitigate risks associated with loss of tacit knowledge.Research purpose: The study provides an integrated understanding of the issues relating to the causes of enterprise tacit knowledge loss and extent to which there is recognition of company knowledge loss in selected SOEs in South Africa.Motivation for the study: There is limited research that provides an integrated approach to tacit knowledge loss from KM and HRM standpoints.Research approach/design and method: The exploratory sequential mixed-methods research design was used in this study. In the qualitative phase of this research, data were collected from the annual reports of the SOEs and unstructured interviews with 20 purposively selected human resource (HR) managers, which was subsequently analysed thematically using ATLAS.ti software. The quantitative data from 145 out of 585 respondents were analysed statistically using Statistical Analysis Software (SAS).Main findings: The study revealed that organisational tacit knowledge loss is largely caused by voluntary and involuntary employee turnover and a lack of retention strategies. This adversely affects the knowledge base and the knowledge absorptive and protective capacities of the SOEs.Practical implications/managerial implications: The study concludes that the journey for ensuring effective knowledge transfer and retention of valuable enterprise knowledge starts with the appreciation of knowledge as a key firm-specific strategic issue.Contribution/value-add: This study offers an integrated understanding of the causes of tacit knowledge loss for effective management in SOEs researched interdependently from KM and HRM perspectives.

Exploration and Practice of Teaching Team Building for High-level Professional Groups under the Perspective of Human Resource Management

In recent years, our university carries out the construction of provincial high-level professional group project, combining the construction plan of the project, according to the requirements of the connotative development of higher vocational colleges and universities in the new period, as well as the requirements of the tasks related to the construction of teaching team of the two high-level professional groups, exploring the construction of teaching team of the professional groups under the perspective of human resource management with the driving force of “dual-teacher” teaching team, optimizing the structure of the faculty and striving to push forward the acceptance work of the high-level professional groups.

УПРАВЛІННЯ ЛЮДСЬКИМИ РЕСУРСАМИ ЯК ВАЖЛИВИЙ НАПРЯМОК СУЧАСНОЇ ТЕОРІЇ МЕНЕДЖМЕНТУ

The article is aimed at developing theoretical provisions, methodological approaches, and practical recommendations for the formation and development of the human capital management system. The relevance of the study is due to the theoretical and practical significance of the issues under study related to improving the socio-economic efficiency of human capital management at the regional level in a strategic perspective. The article considers the main components of the management mechanism of enterprise human resources that ensure the efficiency of production and sales processes. The authors emphasize that human resources management of a modern high-tech enterprise is a targeted influence on employees in socio-economic systems in order to successfully solve operational and strategic tasks of the enterprise. The most important goal of the human resources management system of modern enterprises is to maximize the use of the personal potential of the abilities of employees as a subject and the most important resource of business structures. The authors present the system of human resources management of a modern enterprise and emphasize that changes in business structures in the process of strategic development, their share, and growth rate in the market are largely determined by the chosen model of human resources management. The article considers the software of human resources management in the modern economy; a number of problems and reasons for the inefficiency of the human resource management system are outlined. The authors emphasize that in the development and implementation of long-term plans, special attention should be paid to the strategic perspective of human resources management, considering human resources as a potential asset of the enterprise. The study showed that the problems of the inefficiency of the human capital management system are caused, among other things, by the solution of short-term tasks without reference to strategic development, insufficient support from the middle level in the management system; underdeveloped or lagging infrastructure development; lack of material, human, informational, financial and other resources for the implementation of strategic tasks and operational plans.

Organizational digital development and digital competencies required for managers in different positions: The human resource management perspective

Organizational digital develo pment requires new competencies from managers. The aim of the research was to establish the relation between the assessed level of the companies` digitalization and the assessment of the required level of digital competencies for managers in different managerial positions (operational, middle, and executive). The respondents included 97 professionals employed in a human resource department who filled an online scale the digital development level in companies and a modified scale based on the European digital competence framework. The results show that the higher assessment of the organizational digital development predicts the higher level of required digital competencies, regardless the managerial position, followed by the main effect of the managerial position on the required level of digital competencies, with no differences in competency domains. They indicate the importance of the organizational setting in the context of the expected digital competency, as well as the existing differences in the level but not in the domain requirements for competencies related to the managerial position. Findings should be interpreted in the context of the limitations stemming from the sample and the fact that both assessments were carried out by the same respondents who might not be the experts in organizational digital development.

Employee Competencies Strategy; A Human Resource Management Perspective

When entering the world of work, as a job seeker, we are often expected to have certain competencies for the job position. This is a reference for the company to know his work abilities as prospective employees. This article discussed the benefit of having a competence employee in an organization. The method used SWOT analysis in carried out the result.

Analysis of Factors that Influence Employee Performance in the Generation Z Workforce

Researching the Gen Z workforce is important. Because these workers have just entered the labor force, and he accounts for 27.94% of the total population. With a deeper understanding of the factors that influence Gen Z employee performance, companies can plan and design their workforce to ensure better performance. There is very little scientific literature that does scientific research for Gen Z. Therefore, the main purpose of this study is to help companies improve their organizational performance from a human resource management perspective. With a total of 386 respondents, the sampling strategy employed in this study was Krejie and Morgan’s approach.The data analysis method used was SmartPLS. There are ten theories based on the test results. H1. There is impact between organizational culture on Employee Performance, H2. There is impact between work motivation on Employee Performance, H3. There is influence between Situational Leadership on Employee Performance, H4. There is impact between organizational culture on job satisfaction, H5.There is impact positive between Work Motivation on Job Satisfaction, H6.There is impact between Situational leadership on Job Satisfaction, H7.There is impact between Job Satisfaction on Employee Performance, H8.There is an impact between organizational culture on employee performance with job satisfaction as mediating, H9. There is impact between work motivation on employee performance with job satisfaction as mediating, H10. There is impact between Situational Leadership on employee performance with job satisfaction as mediating.

Organizational behavior and human resource management perspectives on entrepreneurship: Lessons learned and new directions

AbstractThis special issue of Personnel Psychology is devoted to micro‐based research on entrepreneurship, an emerging field that heretofore has been highly influenced by scholars in economics, strategy, and sociology. A theme of this special issue is that to further advance research on entrepreneurship, we need to develop a greater understanding of the role of individuals and teams in entrepreneurial activity from an OB/HR perspective. Accordingly, the goals of our overview article are twofold. First, we summarize the articles in the special issue, which address a number of important micro topics, including HRM practices in the entrepreneurial firm, leadership, identity, teams, well‐being, diversity/equity/inclusion, and careers and hiring. These articles are based on a variety of research methods and data sources from multiple nations. Second, we identify additional important topics for OB/HR scholars who are interested in conducting research on entrepreneurship. They include a global perspective, the bright versus dark side of entrepreneurship, entrepreneurship and STEM workers, and genetic and biological determinants. We conclude with a consideration of methodological and research design issues.

Analysis of the Selection and Employment Model of College Counselors from the Perspective of Human Resources Management

In the context of the continuous deepening of the reform of public institutions by the country, universities, as special public institutions, need to continuously explore and try reform paths that are in line with their own development. The enterprise human resource management model serves as a means to optimize and adjust the internal personnel structure and better achieve human resource allocation, providing reference and reference for the selection and employment of college counselors. Therefore, in order to further improve the quality of college counselor selection, it is necessary to apply advanced concepts of human resource management, clarify counselor selection standards, and better complete the construction of the college counselor team. This article analyzes the current situation of college counselor selection and proposes innovative selection models to address the main problems, in order to promote the improvement of the quality and ability of college counselors.

Addressing Brain Drain: Retaining Skilled Professionals in Nepal in Manufacturing Sector from the Perspective of Human Resource Management

Retaining skilled professionals in Nepal's manufacturing sector is crucial for organizational success and sustainable economic development. However, the phenomenon of brain drain poses significant challenges in this regard. This article, from the perspective of human resource management (HRM), explores the factors contributing to brain drain in Nepal and offers insights on addressing this issue. From an HRM perspective, this article examines the reasons behind employee dissatisfaction and the challenges faced by manufacturers in retaining skilled professionals. To improve employee retention, this article highlights key areas for consideration. It emphasizes the importance of workplace happiness, factors such as the weight of job responsibilities and safe working conditions, and the critical role of competitive salaries in satisfying employee needs. Furthermore, it introduces six elements - inclusion, appreciation, support, trust, purpose, and achievement - that, when incorporated into organizations, can contribute to positive workplace well-being and employee satisfaction. In conclusion, this article calls for collective efforts in fostering an environment of trust, communication, and inclusivity within manufacturing organizations. Recognizing and appreciating employee contributions, providing clear responsibilities and focusing on employee satisfaction are vital for retaining skilled professionals and addressing the challenges posed by brain drain in Nepal's manufacturing sector.