Human Resource Management Practices Research Articles

HRM practices in app work: exploring training and feedback in the food delivery ecosystem

Purpose This study aims to explore the human resource management (HRM) practices related to training and feedback in the app work industry, specifically in online food delivery service, and investigate the emotional and behavioral responses of gig workers. Design/methodology/approach This study adopts a qualitative approach by interviewing 19 gig workers from six food delivery firms operating in different countries. Findings The results show limited training and feedback opportunities are provided to app workers, although the complexity of training and delivery methods differ across platforms. To address this shortage, app workers developed response strategies relying on social interaction. Research limitations/implications This study adds to the research on HRM practices in the gig economy by portraying the way in which training and feedback unfold in the food delivery app ecosystem and by disclosing the gig workers’ emotional and behavioral responses to it. Practical implications This study shows that the way training activities are currently designed may provide little value to the ecosystem and are likely to produce negative emotional responses in gig workers. Thus, platform providers may make use of these findings by introducing more transparent feedback and social learning opportunities. Originality/value To the best of the authors’ knowledge, this study is among the first empirical studies on online delivery gig workers addressing specific HRM practices. It reveals significant insights for training and feedback, suggesting app economy characteristics strongly affect training and feedback practices for app workers.

“All employees are equal … but some are more equal than others”. Role identity and nonfamily member discrimination in family SMEs

PurposeThis paper aims to investigate if, under which conditions, and with which consequences, nonfamily members have the perception of being discriminated against as a consequence of nepotism and adverse selection practices. This research also aims to investigate whether the carried-out role influences the perception of being discriminated against among nonfamily member employees.Design/methodology/approachA quantitative approach was carried out by adopting a structural equation model (SEM) analysis. The survey investigated a sample of Italian family SMEs (participating companies N = 186, total questionnaires collected N = 838).FindingsDrawing on the multiple identities theory, findings show that role salience (RS) effectively contributes to reducing the unwanted effects of perceived discrimination (PD) among nonfamily member employees. In doing so, this study deepens the knowledge of nonfamily member employment conditions and their consequences on strategic outcomes such as organizational commitment (OC), organizational justice (OJ) and intention to quit (ITQ).Research limitations/implicationsBy adopting a self-categorization approach, this study also advances current theoretical literature, as this methodological lens could help scholars further understand diversity in family business.Practical implicationsThis study suggests it would be advisable to implement human resource management practices based on job rotation to promote cohesion and reduce perceived distances.Social implicationsSMEs are the most widespread type of firm in the world; as a consequence, avoiding PD among nonfamily member employees has general ethical relevance.Originality/valueThis study expands current literature by showing that RS plays an important role in determining levels of PD. This study also advances current literature by focusing on the impact of multiple identities on fairness and commitment at individual and group levels of analysis of family businesses.

The Relationship Between Strategic Human Resource Management Practices and the Employment of Vulnerable Workers: A Two-Wave Study Among Employers.

To improve the inclusion of vulnerable workers in the labor market, employer behavior is key. However, little is known about the effectiveness of strategic Human Resource Management (HRM) practices that employers use to employ vulnerable workers. Therefore, this exploratory study investigates the association between strategic HRM practices (based on social legitimacy, economic rationality and employee well-being) and the actual and intended employment of vulnerable workers in the future. In total, 438 organizations included in the Netherlands Employers Work Survey participated in a two-wave study with a nine-month follow-up period. Logistic regression models were used to estimate the relationship between strategic HRM practices (T0) with the employment of vulnerable workers (T1) and intentions to hire vulnerable workers (T1), while controlling for organizational size, sector, and employment of vulnerable workers at baseline. Employers who applied strategic HRM practices based on social legitimacy (e.g., inclusive mission statement or inclusive recruitment) or economic rationality (e.g., making use of reimbursements, trial placements, or subsidies) at T0 were more likely to employ vulnerable workers and to intend to hire additional vulnerable workers at T1. No significant results were found for practices related to employee well-being. Since different types of strategic HRM practices contribute to the inclusion of vulnerable workers, employers can build on their strategic priorities and strengths to create inclusive HRM approaches. Future research is needed to study whether these strategic HRM domains also relate to sustainable employment of vulnerable workers.

Analysis of Determinants Factors Affecting Organizational Citizenship Behaviour in Post-Merger Sharia Banks

Purpose: This study investigates the determinants of Organizational Citizenship Behavior (OCB), focusing on the relationship between Organizational Culture, Organizational Commitment, Career Development, and OCB.   Method: Using a Literature Review approach, this study analyzes scholarly articles published from 2016 to 2020 to identify gaps in research and explore the mediation effect of Career Development on the relationship between Organizational Culture and Organizational Commitment in influencing OCB.   Results and conclusion: The findings highlight the importance of Organizational Culture, Organizational Commitment, and Career Development in shaping OCB. While existing literature extensively examines OCB's relationship with organizational factors, such as culture and commitment, this study emphasizes the need for further research on the mediating role of career development. It also suggests that OCB is influenced by changes in organizational strategy and the implementation of human resource management practices, particularly in Indonesian companies.   Research implications: The study provides theoretical insights into OCB determinants and practical implications for organizational management in fostering OCB. It underscores the significance of considering career development alongside cultural and commitment factors.   Originality/value: This research contributes to the literature by addressing gaps in research and emphasizing the importance of career development in shaping OCB. It offers valuable insights for organizational management and contributes to the advancement of knowledge in organizational behavior and human resource management.

Unlocking sustainability: the dynamic nexus of organizational support, identification, and green HRM practices in cultivating pro-environmental excellence

Purpose There is a growing need to promote and practice sustainable HRM to foster greener organizations with trained employees who have an attitude and behavior to preserve depleting resources. The purpose of this study is to highlight the importance of sustainable green human resource management (Green HRM) practices along with organizational identification (OI) as a mediating factor and perceived organizational support (POS) as a moderating factor. Design/methodology/approach Quantitative methodology was used, and the data were collected from 311 employees working in telecommunication organizations located in the twin cities of Rawalpindi and Islamabad, Pakistan. Results of the study are based on the structural equation modeling technique using Smart-PLS. Findings Findings revealed that OI proved to be a significant positive mediator between Green HRM and organizational citizenship behaviors for the environment. POS also proved to be a significant moderator on the relationship between Green HRM and OI. Research limitations/implications The study is limited to the two cities of Pakistan; future studies can focus on more cities so that the results can be more generalized. Practical implications This study will especially be useful for HR practitioners to develop mechanisms to initiate and encourage sustainable HR practices. Social implications Organizations’ positive position is established through the inculcation of green activities among their employees. Thus, a sense of responsibility and attachment among employees toward green behavior makes them good citizens. It also works well for their organization as well as for the environment. Moreover, it preserves environmental resources and helps ensure sustainability. Originality/value The research paper was aimed at exploring the importance of sustainable Green HRM practices in a developing country like Pakistan.

Mediation of psychological ownership between green human resources management and nursing faculty's green behavior.

Greening organizations have become a top priority for decision-makers in the 21st century. Psychological ownership can be improved through responsible administration, which, in turn, improves green behavior. Investigating the mediating role of psychological ownership in the relationship between green human resources management (HRM) and green behavior among nursing faculty. A correlational analytical research design was utilized to conduct the study following the STROBE guidelines. A convenience sample of 204 academic staff was used. Four data collection tools were used: sociodemographic characteristics, the green HRM questionnaire, the Psychological Ownership Scale, and the Green Behaviour Scale. Faculty members who perceive strong green HRM practices are more likely to have heightened psychological ownership, positively influencing their engagement in green behavior. Conversely, weaker perceptions of green HRM are associated with lower levels of green behavior. Psychological ownership was found to act as a partial mediator between green HRM and green behavior. Even when considering the influence of psychological ownership, green HRM has a significant and direct impact on green behavior. Faculty members who perceive a high level of green HRM practices are more likely to have a high level of psychological ownership that, in turn, influences their green behavior. Workshops on psychological ownership and green behavior can foster environmental sustainability. Policies should integrate green HRM practices into nursing education and healthcare facilities, recognizing psychological ownership's role. Incentivizing green initiatives can motivate staff, aligning with broader conservation goals. Encouraging an ethos of environmental stewardship benefits both the healthcare and sustainable development agendas.

Achieving sustainable development goals through common-good HRM: Context, approach and practice

This introduction to the special issue Achieving Sustainable Development Goals through Common-Good HRM: Context, approach and practice draws the links between the United Nations Sustainable Development Goals (SDGs), the concept of Common-Good HRM and the practice of human resource management (HRM) to extend intellectual and empirical insights into this important field. Particular attention is accorded to the collective social and environmental dimensions of SDGs and the place of HRM in contributing to the ‘common good’ within and beyond the workplace. Firms may create space and incentives for HRM to promote sustainability, or actively work to constrain meaningful action in this regard. This collection brings together a broad cross-section of articles dealing with the SDGs and HRM, identifying emerging common ground and contestation as a basis for future HRM theory building, empirical enquiry and practice.

Emotional Intelligence: Catalyst for enhanced human resource management performance

This study investigates the pivotal role of emotional intelligence (EI) in optimizing human resource management (HRM) outcomes. Through a mixed-method approach combining quantitative surveys and qualitative interviews, the research explores the correlation between EI competencies and various HRM effectiveness metrics. Findings reveal a significant positive relationship between EI levels among HR professionals and key performance indicators such as employee engagement, leadership effectiveness, and conflict resolution. Furthermore, qualitative insights underscore the nuanced ways in which EI influences HRM practices, emphasizing its role in fostering empathetic communication, facilitating constructive feedback, and mitigating workplace tensions. These results have profound implications for organizational HR strategies, suggesting the integration of EI development programs into HRM training initiatives. By cultivating EI competencies among HR practitioners, organizations can enhance their capacity to nurture a positive work environment, foster stronger employee relationships, and ultimately achieve greater organizational success.

Impact of Green Human Resource Management Practices on Environmental Performance of Indian Banking Sector: An Empirical Study

Impact of Green Human Resource Management Practices on Environmental Performance of Indian Banking Sector: An Empirical Study

Tit for tat? A study on the relationship between work connectivity behavior after-hours and employees’ time banditry behavior

Based on Conservation of Resources Theory, this study tries to reveal the mechanism of action of work connectivity behavior after-hours triggering employees’ time banditry behavior. By using Mplus7.4 software the analysis of 429 leader-employee paired data collected in three stages reveals that work connectivity behavior after-hours has a positive effect on work alienation and psychological distress. Work alienation and psychological distress mediates the relationship between work connectivity behavior after-hours and employees’ time banditry behavior, respectively. In addition, organization-based self-esteem mitigates the positive effects of work connectivity behavior after-hours on work alienation and psychological distress, which in turn also moderates the indirect effects of work connectivity behavior after-hours on employees’ time banditry behavior through work alienation and psychological distress, respectively. This study provides practical guidance for organizations to reduce employee time banditry behavior and human resource management practices in the new technological environment.

Corporate training in commercial banks: trends in the foreign financial sector

Currently, many organizations see an urgent need for systematic and targeted development of the skills and abilities of their employees, and are reviewing their training concepts and strategies, since changes in the external and internal organizational environment require adaptation to new processes, procedures, technologies and systems. Commercial banks are no exception to this rule. International studies reflecting the practice of personnel policy and human resource management in the largest banks in the world, such as JP Morgan, Bank of America, Citigroup, KCB, Equity, Pan–African Bank, Bank of Africa, etc., show that corporate training is highly appreciated by employees, is perceived as a mechanism of motivation and employee loyalty, helps reduce turnover personnel and increase the productivity of their work. Thus, personnel development through corporate training programs becomes a necessary and integral part of the personnel policy of modern companies in the banking sector, integrated into the strategy of corporate training and personnel policy in the unity of strategic goals and objectives of general management.

The Impact of Performance Appraisal and Training and Development on The Financial Performance of Small and Medium-Sized Enterprises (SMEs)

This study aims to measure the influence of human resource management (HRM) practices on the financial performance of small and medium enterprises (SMEs). It notably focuses on analyzing the effects of training and development programs and performance appraisal methodologies. In order to carry out this study, a quantitative methodology was employed, which entailed the use of self-administered questionnaires. A linear regression analysis was conducted on data obtained from 130 small and medium-sized enterprises (SMEs) to examine, assess, and improve the relationship between performance appraisal, training and development, and the financial performance of SMEs. The results indicate a clear and direct association between training and development, performance appraisal systems, and the financial success of small and medium-sized enterprises (SMEs). The findings highlight the critical importance of HRM practices as strategic investments rather than just administrative tasks. These findings provide useful insights for scholars and practitioners, offering a framework for implementing training and development and performance evaluation procedures to achieve financial success in small and medium-sized enterprises (SMEs), not just in Kosovo but also in similar global contexts.

Management Configurations in an Internationalized Brazilian Organization: Human Resources Management, Market and Labor Relations Dynamics

The article analyzes the different configurations of management in a family-owned and recently internationalized firm and observes how the organization understands human resources management (HRM), market dynamics and labor relations in different contexts. This qualitative research consists of a case study based on a field survey and in-depth interviews with human resources managers in a large Brazilian family-owned organization operating in South America. The findings point out differences in management in the firm’s manufacturing plants depending on the country and similarities of the HRM practices within the same country. It was possible to observe a transitioning form of HRM toward the strategic level in the case of Brazil. However, this form of HRM is subsidiary to the traditional notion of HRM in other Latin American countries. Also, the firm monitors the labor market, and the labor relations it establishes are adapted according to the country. The study contributes theoretically by discussing management configurations for HRM, market and labor relations under a transnational approach, and the methodology allows comparative research. Finally, the research offers an empirical contribution by illustrating the management dynamics of a family-owned and recently internationalized firm in different regions of South America.

Peningkatkan Kinerja Industri Kerajinan Batik Melalui Penguatan Sumber Daya Manusia Hijau (Studi Literatur)

Community empowerment is one of the impacts produced by the tourism sector. On the next trip, the development of tourism also stimulated the emergence of tourism-supporting industries such as transportation, culinary, souvenirs, and crafts. In an effort to create sustainable tourism, the presence of the batik craft industry as a tourism supporter is very much needed. Talking about green environmental issues, the batik industry also has the potential to threaten environmental sustainability. Referring to this, management needs to pay attention to and prepare various things that support business sustainability. Green human resources are interpreted as an effort to maximize their potential. This step is an organizational strategy for responding to green challenges and performance. This study will look at the extent to which green human resource management practices support the management of the management business. A qualitative research design through a literature study was used with reference to existing provisions. The results of the study explain that green human resource practices are able to support improving the quality of human resources. Some efforts that can be made include searching for human resources through screening, providing training and optimizing human resources, conducting human resource assessments, and providing appropriate rewards for the performance provided.

Navigating Legal Responsibilities in Chinese Private Equity Investments: A Comprehensive Study on Human Resource Management Practices

Human Resource Management (HRM) plays a pivotal role in the success and sustainability of ventures, particularly within the complex domain of Chinese private equity investments. This study delves into the multifaceted legal responsibilities inherent in HRM practices within this context, aiming to provide comprehensive insights essential for effective organizational management and compliance. Drawing upon specific Chinese laws, empirical data, and relevant citations, the study scrutinizes crucial areas such as employment law compliance, corporate governance obligations, adherence to industry-specific regulations, and compliance with international labor standards. Through a detailed examination of key legal obligations and regulatory frameworks, the research illuminates the challenges faced by human resource professionals and private equity firms in China, offering valuable insights for practitioners and organizational leaders alike. By emphasizing proactive compliance initiatives and the significance of ethical labor practices, this study contributes to the cultivation of a regulatory-aware and ethically conscious environment conducive to organizational success in the dynamic landscape of Chinese private equity investments.

The Impact of Green Human Resource Management Practices on Employees, Clients, and Organizational Performance: A Literature Review

This literature review aims to examine the relationship between Green Human Resource Management (G-HRM) practices and various outcomes, including employee green attitudes, employee green satisfaction, client green satisfaction, employee green behavior, and organizational green performance. We reviewed existing literature on G-HRM practices and their impact on the selected outcomes. The review process involved the identification of articles through a systematic search in Scopus and Web of Science databases from January 2013 to December 2023. The search retrieved 2142 citations; of them, a total of 17 articles were deemed eligible for this review. The reviewed literature provides good evidence supporting a positive predictive relationship between G-HRM practices and employee green attitudes, employee green satisfaction, client green satisfaction, employee green behavior, and organizational green performance. However, there is a notable gap in studies exploring the influence of G-HRM practices on employee and client satisfaction. Overall, G-HRM practices emerge as a crucial tool for fostering environmentally conscious attitudes and behaviors among employees, ultimately contributing to enhanced employee satisfaction and improved organizational ecological performance. Future research should pay attention to the mechanisms underlying these relationships and explore potential moderating factors to enrich our understanding of the interrelated dynamics between G-HRM practices and sustainable outcomes.

Human resource management practices in Oman: a systematic review and synthesis for future research

Human resource management practices in Oman: a systematic review and synthesis for future research

Examining the Effects of Green Human Resource Management Practices, Green Psychological Climate, and Organizational Pride on Employees’ Voluntary Pro-Environmental Behavior

Examining the Effects of Green Human Resource Management Practices, Green Psychological Climate, and Organizational Pride on Employees’ Voluntary Pro-Environmental Behavior

The Impact of Human Resource Management Practices on Organizational Learning at Jordanian Commercial Banks

Organizational learning is a critical element that enables an organization to adapt to changes and remain competitive. It allows corporate team members to continue to advance their professional growth and development. This study aimed to investigate the impact of human resources management practices on organizational learning in Jordanian commercial banks. A quantitative method was employed, and the data was collected from the commercial banking sector in Jordan. A total of 386 questionnaires were collected and subjected to analysis. Based on the results, the results that study suggested the presence of a statistically significant effect at the level of significance (α ≤ 0.05) of human resource management practices in their dimensions (employment, training, motivation, performance evaluation) on organizational learning.  The study recommended paying more attention to the hiring process and providing training to new and experienced employees as plans are developed, paying more attention to the hiring process and providing training to new and experienced employees as plans are designed while keeping cross-organizational skills in mind. And pay special attention to the performance evaluation perspective of improving the quality of work.

Human Resource Management Practices in Startup Companies: Challenges and Opportunities

This research aims to investigate human resource management (HR) practices in start-up companies and explore the challenges and opportunities faced in this context. The research method used is a qualitative study with descriptive methods. The research results show that human resource management (HR) practices in start-up companies face unique challenges, but also offer significant opportunities for sustainable development. Start-up companies have the advantage of building an inclusive and innovation-oriented work culture, as well as taking advantage of small teams to provide a personal approach to employee development. In addition, technology adoption and partnerships with educational and training institutions are important strategies in improving HR management efficiency and accessing quality talent. Thus, the results of this research highlight the importance of an adaptive and innovative approach in HR management to support the growth and success of start-up companies in a dynamic business environment.