Human Resource Management Practices Research Articles

Follow which leader? Spatial mimicry and broad‐based equity‐ and profit‐sharing plans

AbstractOrganizations have both local and nationally prominent peers from which they can model their human resource management practices. How does a focal organization reconcile the influence of smaller, spatially proximate peer organizations with the influence of prominent, distant organizations? We develop the concept of spatial mimetic gravity to estimate the mimetic pressures a focal organization feels from its geographically proximate and distant peers. We examine the population of craft beer brewers in the United States between 2013 and 2019 and find that the propensity to offer a stock ownership or profit‐sharing plan is a function of a focal brewery's spatial proximity to its peers and their prominence. We help explain why some firms offer broad‐based equity‐sharing and profit‐sharing plans and others do not. In doing so, we argue that organizational spatial mimicry is best understood from a gravity approach, adding a field‐level explanation to previously individually focused theory about organizational choices.

How Algorithmic Management Influences Gig Workers' Job Crafting.

Algorithmic management, as a digital management tool in the gig economy, has become a hotspot of concern at the intersection of theory and practice. However, there is a lack of research on the mechanisms and boundary conditions through which algorithmic management affects gig workers' job crafting. Based on the social information processing theory, this study constructed a dual-mediation model of how algorithmic management influences gig workers' job crafting through gameful experience and perceived job autonomy. Data from 687 valid samples were collected through a two-stage survey and statistically analyzed using structural equation modeling (SEM). The results demonstrate that algorithmic management increases gig workers' promotion-focused job crafting behaviors (increasing job resources and challenging job demands) by stimulating their gameful experiences and increases gig workers' prevention-focused job crafting behaviors (decreasing hindering job demands) by inhibiting their perceived job autonomy. In addition, the higher-order personality trait core self-evaluation moderates the relationship between algorithmic management and gameful experience and perceived job autonomy, as well as the indirect effects of algorithmic management on job crafting through gameful experiences and perceived job autonomy. This study advances empirical research on algorithmic management in the field of the gig economy and human resource management practices. Crucially, it provides practical insights for optimizing algorithmic systems in platform companies, potentially enhancing their efficiency and economic benefits.

Sustainable Human Development and Human Resource Management Strategies in Building Sustainable Cities

While the context of rapid urbanization and increasing challenges faced by cities worldwide, the role of Human Resource Management (HRM) in fostering sustainable urban development has garnered significant attention. This paper presents a comprehensive review of existing literature on HRM strategies aimed at building sustainable cities. Thus, a detailed analysis of the prominent findings of studies on “human resource management” and “sustainable cities” in Google Scholar, Web of Science (WoS) and Scopus databases was presented by a literature review. The review synthesizes insights from a range of sources including academic articles to identify key themes, trends, and best practices in HRM for urban sustainability and reveals that effective HRM strategies play a crucial role in addressing urban challenges such as population growth, environmental sustainability, social inclusion, and economic resilience. Furthermore, the review highlights the importance of aligning HRM strategies with broader urban development goals and policy frameworks and emphasizes the need for collaboration among government agencies, businesses, academia, and civil society to implement integrated HRM approaches that promote sustainable urban growth and enhance the quality of life for urban residents. The findings from this literature review also contribute to a deeper understanding of the role of HRM in building sustainable cities. Therefore, this paper concludes with recommendations for future research directions and practical implications for human resource (HR) professionals, policy makers, and urban planners seeking to create more sustainable urban environment.

Fostering sustainability through technological brilliance: a study on the nexus of organizational STARA capability, GHRM, GSCM, and sustainable performance

This study aims to investigate the influence of Organizational Smart Technology, Artificial Intelligence, Robotics, and Algorithms (STARA) capabilities on Green Human Resource Management (GHRM) practices, Green Supply Chain Management (GSCM) practices, and also its direct impact on Sustainable Performance (SP) outcomes within the manufacturing landscape of Bangladesh. A quantitative approach was employed, gathering data from 395 employees in the Bangladeshi manufacturing sector through a survey questionnaire using a seven-point Likert scale. Structural equation modeling (SEM) was utilized to analyze the data, focusing on testing hypotheses related to the relationships between organizational STARA capabilities, GHRM, GSCM, and SP. The study found positive relationships between organizational STARA (OSC) capabilities and GHRM, GSCM, and SP. All hypotheses were accepted, GHRM ← STARA (β = 0.210), GSCM ← STARA (β = 0.247), and SP ← STARA (β = 0.135). Additionally, it revealed that GHRM and GSCM mediate the relationship between organizational STARA capabilities and SP. This research contributes to filling the existing gap in the literature by providing empirical evidence on the integration of STARA capabilities with GHRM and GSCM practices, specifically within the context of the Bangladeshi manufacturing sector. It also highlights the mediating role of GHRM and GSCM in enhancing sustainable performance through STARA capabilities. The findings of this study offer valuable insights for organizations operating in the manufacturing sector, suggesting strategies for leveraging STARA capabilities to enhance sustainability, efficiency, and competitiveness. Policymakers and stakeholders can use these insights to formulate policies and initiatives to promote the adoption of sustainable practices in manufacturing.

Perceived Human Resource Management Practices and Job Satisfaction of Teachers in Government-Aided Secondary Schools in Mbarara City, Uganda

Perceived Human Resource Management Practices and Job Satisfaction of Teachers in Government-Aided Secondary Schools in Mbarara City, Uganda

Generative AI as a catalyst for HRM practices: mediating effects of trust

This study investigated the impact of generative AI tools on human resource management practices, organizational commitment, employee engagement, and employee performance. The authors also investigated the mediating role of trust in the relationship between user perception and organizational commitment. A structured questionnaire was used to collect the data from the information technology industry employees to measure the 9 reflective constructs optimism, innovativeness, ease of use, usefulness, trust, organizational commitment, vigor, dedication, and employee performance. Two constructs, ease of use and usefulness, are modeled as a higher-order construct – User Perception, whereas vigor and Dedication are modeled as another higher-order construct, Employee Engagement. The mode-fit indices were assessed for both the higher- and lower-order constructs, and the model-fit indices for both the models, higher- and lower-order constructs reveal an excellent model fit. Positive and statistically significant impacts were observed between the study constructs. The impact of organizational commitment on employee engagement was positive and statistically significant, and in turn, the impact of employee engagement on employee performance was also positive and statistically significant. Trust partially mediated the relationship between user perception and organizational commitment, fostering enhanced employee engagement and performance. The theories of technology readiness, stimulus-organization-response, and technology acceptance model were utilized in the development of the study’s theoretical framework, which provided fresh perspectives on how employee engagement, organizational commitment, and performance are influenced by user experience and trust in the context of generative AI. Theoretically, it opens up new applications such as personalized education and services, digital art, and realistic virtual assistants that were previously unfeasible or impractical for automation. The practical implications are that the field of interdisciplinary research as well as the information technology industry will be greatly impacted by generative AI. To facilitate swift adoption, the principles of generative AI are conceptualized from model-, system-, and application-level perspectives in addition to a social-technical perspective, where they are explicated and defined. In the end, our research has given future scholars a significant research agenda that will enable them to study generative AI from different theoretical perspectives while incorporating the concepts from these theories.

The Important Role of Human Resource Management Practices, Worker Motivation, Leadership, Work Commitment, and Employee Performance

The performance of a company can be seen from the performance of the human resources in it. Employee performance can be influenced by several supporting factors such as employee motivation, leadership, human resource management practice, and work commitment. This study aims to examine how human resource management practice, employee motivation and leadership impact employee performance with work commit-ment as an intervening variable. This research includes quantitative descriptive research using a questionnaire as a tool to collect data. The number of respondents in this study was 435 using purposive sampling method. Analysis using PLS with a predetermined research method to get the results of the study. Based on the test results obtained, HRMP has a positive effect on work commitment. Leadership, work commitment and work motivation have a positive effect on employee performance. HRMP has a positive effect on employee performance mediated by work commitment. Based on the results of existing research, it is necessary to conduct further research on other sectors other than the technology industry because this sector is quite different from other sectors.

ROC and COPRAS Algorithms in a Decision Support System for Employee Career Assessment

PT. Union Confectionery, a long-established company in the confectionery production industry, had encountered significant challenges in managing employee career progression, including transfers, demotions, and promotions. The primary issue faced was the difficulty in conducting objective employee performance assessments and determining the appropriate criteria for career development. These assessments involved various complex factors such as work experience, discipline, education level, age, job performance, attendance, teamwork, and work ethics. To address these challenges, this study proposed the implementation of a web-based Decision Support System (DSS) utilizing the Rank Order Centroid (ROC) method for criteria weighting and the Complex Proportional Assessment (COPRAS) method for ranking decisions. The implementation of this system was expected to assist the management of PT. Union Confectionery in making more accurate and transparent decisions, while also improving employee satisfaction and operational efficiency. This research also compared previous studies that used similar methods for performance assessment, albeit with a narrower focus, specifically at the supervisory level. The findings from this study were anticipated to provide a comprehensive and innovative solution for employee career management across all levels of PT. Union Confectionery’s organization, as well as contribute to the development of more effective human resource management practices.

Human resources management practices and organisational performance in the Nepalese development banks: Insights from structural equation modelling

Purpose: Effective human resource management (HRM) practices are essential factors that provide organizations with a competitive edge and contribute to their overall performance. This study examines the impact of HRM practices, including recruitment and selection (RS), training and development (TD), compensation policies (CPs), and performance appraisal (PA), on the organizational performance (OP) of the Nepalese development banks (DBs). Design/methodology/approach: The study followed a causal-comparative research approach. It employed a structured questionnaire to gather the necessary data from 257 working representatives of the ten selected Nepalese DBs. Confirmatory factor analysis (CFA) and structural equation modeling (SEM) were used to examine the association between the variables and validate the study hypotheses. Findings: The HRM practices exhibit a significant and positive association with OP (β = 0.910; p < 0.05), indicating their influence on achieving organisational success. Such findings offer a pragmatic perspective for achieving HRM excellence and organisational effectiveness in the Nepalese DBs. Research constraints/implications: Analysis of cross-sectional data from development banks cannot be extrapolated to other sectors. This study emphasises the importance of compensation, performance measurement, hiring and selection, development, and training in improving OP, confirming and expanding prior findings. These insights may benefit policymakers, HR managers, and executives in enhancing HR operations by improving employee performance and business productivity.Originality/value: This study's unique contribution is its examination of HRM dynamics and their direct impact on OP, notably in the Nepalese DBs. The DBs may optimise their HR, enhancing OP and a long-lasting competitive advantage.

Impact of HRM Practices on Employees Performance on SDG in Pharmaceutical Companies

Purpose: The main aim of the study is to examine the impact of HRM practices on employee performance in Pharmaceutical companies in Goa. In addition to this, the study also focuses on Human Resource Management Practices and Firms’ Performance in Pharmaceutical Industry. Additionally, it focuses on HRM Practices and it’s Impact on Employee Satisfaction in the pharmaceutical industry. Lastly, the study examines the effect of Human Resource Management Practices on Job Satisfaction. Theoretical framework: Goa has become a major pharmaceutical hub, with over 30 major companies establishing operations there. They use state-of-the-art equipment and technology in their facilities and export their items to countries all over the globe. Design/methodology/approach: The study is secondary. Findings: While this list is by no means exhaustive, some representative names include Cipla, Watson, Whyte, Teva, Lupin Abbott, Indoco, Ranbaxy, Merck, etc. Goa's current annual exports of over Rs. 10,000 crores have been anticipated by a number of experts to increase dramatically to well over Rs. 20,000 crores by 2020. Research, Practical & Social implications: Examining the impact of human resource management (HRM) practises on employee performance within pharmaceutical companies located in Goa offers a valuable contribution to the current scholarly understanding. Originality/value: The study titled "The Influence of Human Resource Management Practises on Employee Performance in the Pharmaceutical Sector in Goa, India" is distinguished by its unique emphasis on the pharmaceutical industry within the specific geographical setting of Goa.

All gain and no pain? Impacts of different green human resource management practices on employee green behavior: Evidence from Chinese electric vehicle sector

Despite much research focusing on green human resource management, there is still a lack of comprehension regarding when and how different green human resource management practices influence employee green behavior. This research aims to construct and verify a research model in which different green human resource management practices influence employee green behavior through mediated pathways of perceived organizational green support and by interactive impact of employee green value. Structural equation modeling and importance-performance map analysis were performed based on survey data collected from 333 employees working in Chinese electric vehicle companies. The results revealed that most investigated practices are positively related to employee green behavior, and most of these relationships are mediated by perceived organizational green support and moderated by employee green value. However, green reward management negatively influences employee green behavior, and perceived green support does not mediate this relationship. Meanwhile, employee green value weakens green reward management’s negative impact on employee green behavior, while it does not moderate relationships between green training and development, nor green performance management and green behavior. Additionally, findings indicate that green training and development exhibits the highest performance while green involvement and engagement has the greatest total effect on employee green behavior. This study is the first to compare the effectiveness and performance of different green human resource management practices using data from the Chinese electric vehicle industry, providing insights for industrial environmental management and contributing to the growing body of literature.

When work–life balance fails to boost organizational citizenship behaviors: the moderating role of leader–member exchange

PurposeSupporting employees’ work–life balance (WLB) has been a standard human resource management practice, thus the concern is now shifted toward its outcomes. The present study predicts that while WLB can boost organizational citizenship behaviors (OCBs), this positive effect may depend on the quality of leader–member exchange (LMX) relationships. The study seeks evidence to clarify how the WLB–OCBs relationship can be moderated by the LMX quality.Design/methodology/approachA sample of 216 frontline employees in New Zealand was used to test two moderation models using SPSS, AMOS and PROCESS macro.FindingsWLB was found to have substantial effects on OCBs-individual (OCBs-I) and OCBs-organization (OCBs-O) if the quality of LMX was high. Under low LMX quality, however, WLB failed to boost OCBs-I and OCBs-O. Thus, the influence of WLB on OCBs seems to be conditional on the leader–subordinate relationship as a boundary factor.Practical implicationsSupporting low-LMX-quality employees to balance their work–life roles seems insufficient to push OCBs. Managers and organizations need to improve the quality of leader–subordinate relationships to unblock the desired effects of WLB toward OCBs, and, ultimately, organizational effectiveness and performance.Originality/valueThe findings extend the research stream around the boundary impact of LMX relationships on the employees’ WLB – OCBs link in which the OCBs construct was especially examined in terms of OCBs-I and OCBs-O.

ПРОБЛЕМИ УПРАВЛІННЯ ПЕРСОНАЛОМ ТОРГОВИХ ПІДПРИЄМСТВ В КРАЇНАХ ЄВРОПЕЙСЬКОГО СОЮЗУ

Personnel management at any enterprise is a complex and multifaceted process. Managers must have deep knowledge and experience in the field of motivation, coordination, staff training, etc., The greatest asset of any organization is its human resources, which ensure the achievement of the company's goals and objectives. It is unfortunate that most companies have neglected the development and management of their main asset, which is human resources. Human resource management is a function in an organization that focuses on hiring, managing, and shaping development directions for people who work in an organization. It is also a strategic and comprehensive approach to managing people, culture and workplace environment. Employee engagement and motivation are critical to the success of any business. Engaged employees are more productive, more committed, and more likely to stay with their employer. In today's fast-paced business environment, it is more important than ever for managers to keep their employees engaged and motivated. The importance of managing human resources lies in the fact that the most important resource of an organization is people, and that the productivity of a significant world lies among them. In order for the management of human resources to have little significant impact on the efficiency of the organization, it is necessary to expand and effectively implement the required set of policies and processes for human resources. The strategic management of human resources is the key, which is significant, as spy workers reach the goals of the organization for additional policies and practices regarding human resources, ie integration into the strategy of human resources. The growing popularity of the promotion of the mechanism of human resource management has encouraged us to do some clear exercises to improve the efficiency of the organization. There have been very few efforts to maintain a connection between the practice of effective human resource management and efficient organization, as it has been carried out in the Ukrainian economy. Today, after the pandemic, the management of the effectiveness of the glasses without precedent changes.

Big data analytics, GHRM practices, and green digital learning paving the way towards green innovation and sustainable firm performance

This research aims to understand the connections among Green Human Resource Management (GHRM) practices, Green Digital Learning Orientation (GDLO), Green Innovation (GI), and Sustainable Firm Performance (SFP) in small and medium-sized enterprises (SMEs) of Saudi Arabia. The data were analyzed utilizing the PLS-SEM approach, whereas data from 341 SMEs was examined. The study findings reveal significant positive relationships between GHRM and GI, GDLO and GI, GHRM practices and GDLO, and GI and SFP. The study supports the mediating role of green innovation in these relationships. Big data analytics is found to moderate the connections between GHRM-GI and GDLO-GI. This study is the first to establish the theoretical connection with the AMO model by emphasizing how GHRM and innovation enhance sustainable firm performance. Also, practical implications guide SMEs in integrating GHRM practices, raising a culture of innovation, and acknowledging the pivotal role of employees. The study recognizes limitations, urging future research to consider external factors and address gaps in the literature on GHRM practices in SME sustainable firm performance in the Gulf region.

The role of sustainable human resources management in the organizational effectiveness of the company

Sustainability has become an important part of strategy building both at the global and individual companies level. The principle of long-term development, conservation and reproduction of resources becomes relevant not only in terms of global problems, but also in the development of individual companies. The human resource management department plays a major role in achieving sustainable development of companies. This interaction takes on new meaning with the emergence of the concept of sustainable human resource management. This paper discusses the concept of sustainable human resource management and organizational effectiveness of the company. Organizational effectiveness, defined as the ability to achieve goals on time, is a strategically important indicator that companies strive to achieve. The purpose of this work is to study the concept of sustainable human resource management as a tool for achieving organizational effectiveness of the company. The paper presents the main indicators and advantages of the concept. The main barriers to implementing the concept in practice were also analyzed. By combining the results of content analysis, a model for achieving organizational effectiveness of the company by implementing sustainable human resource management practices was compiled. The method of systematic review of the literature based on the model of the author J. Garza-Reyes was applied in the work; Scopus and Science Direct databases articles for the entire period were considered. The article can be useful both for further theoretical study of the concept and for practical application by companies to build a strategy to achieve organizational effectiveness.

Navigating the AI/ML-Driven Future of HRM: Balancing Technological Innovation with Human Collaboration

In the age of rapid technological advancement, the integration of Artificial Intelligence (AI) and Machine Learning (ML) into Human Resource Management (HRM) practices is reshaping the landscape of modern workplaces. This article explores the multifaceted dynamics of this integration, exploring how AI/ML technologies are revolutionizing HRM while emphasizing the critical importance of human collaboration in this evolving paradigm. Through an in-depth analysis of current trends, challenges, and opportunities, this paper elucidates the myriad benefits that AI/ML offer to HRM, ranging from enhanced decision-making to streamlined processes. However, it also underscores the indispensable role of human expertise, empathy, and ethical considerations in harnessing the full potential of AI/ML in HRM. Drawing upon a rich body of existing literature and insightful case studies, this article provides nuanced insights into the future trajectory of HRM, advocating for a balanced approach where AI/ML seamlessly integrates with human capabilities to foster a collaborative environment. Ultimately, this exploration serves as a guiding beacon for organizations navigating the AI/ML-driven future of HRM, emphasizing the imperative of aligning technological innovation with human-centric values to achieve organizational success and employee well-being in the digital age. Keywords: AI, ML, Human Resource Management, Collaboration, Technology, Future of Work

Pengaruh High Perfomance Human Resource Management Practices Terhadap Organizational Citizenship Behavior Yang Dimediasi Work Engagement

This study uses a quantitative method with a descriptive and explanatory survey approach. The research was conducted at the Land Office of Kampar Regency, with the aim of examining the effect of high-performance human resource management practices on organizational citizenship behavior (OCB) mediated by work engagement. The population of this study consists of all employees of the Land Office of Kampar Regency, totaling 144 people. Based on this population size, according to the Krejcie and Morgan table (1970), the sample size for this study is 103 people. The sampling method used in this study is Systematic Random Sampling. All respondents will be used to collect primary data related to the variables, which will be gathered through a questionnaire with a 5-point Likert scale. The high-performance HR practices variable is measured using indicators from Wei et al. (2011). The work engagement variable is measured using indicators from Schaufeli and Bakker (2004). Organizational citizenship behavior is measured based on the OCB-C Checklist by Spector, P. E., Bauer, J. A., & Fox, S. (2010). All data collected will be analyzed using Structural Equation Modeling (SEM) with the Smart PLS 3.0 analysis tool. This study found that (a). High-performance HR practices have a positive effect on organizational citizenship behavior; (b). High-performance HR practices have a positive effect on work engagement; (c). Work engagement has a positive effect on organizational citizenship behavior; and (d). Work engagement mediates the effect of high-performance HR practices on organizational citizenship behavior.

The Role Green Human Resource Management Practices on Environmental Performance

The Role Green Human Resource Management Practices on Environmental Performance

Green Hrm and Employee Performance: How Organizational Culture Plays A Mediating Role

This research looks at how green HR management affects employee performance through the medium of organizational culture. With the increasing demand for environmentally friendly practices, businesses are feeling the heat to adopt eco-friendly policies that benefit society and our environment. Green HRM is believed to promote environmentally conscious behavior among employees, thereby enhancing their performance. This study takes a quantitative approach by using Partial Least Squares (PLS) as its statistical method. PLS is well-suited for analyzing correlations between complex variables. Maximizing explained variance enhances prediction accuracy, which is why PLS is chosen. The study ensures full data representation by using a saturation sampling strategy, which encompasses all relevant population members. Although green HR management has a major effect on company culture, the results show that it has little to no effect on employee performance. Furthermore, corporate culture mediates the relationship between green HR management and staff effectiveness, which in turn has a substantial impact on worker performance. The study concludes that for effective implementation of green HRM, it is essential to integrate it with an organizational culture that aligns with sustainability values. For this reason, green human resource management practices ought to be an essential component of the culture of every organization that aspires to raise the level of productivity achieved by its workforce.

Fostering sustainability in the healthcare organization through green HRM practices: the mediation analysis of perceived organizational support

PurposeThis study aims to investigate the influence of green human resource management (GHRM) practices on healthcare organization sustainability performance in Pakistan. It explores how perceived organizational support (POS) mediates the relationship between GHRM practices and healthcare organizational sustainability.Design/methodology/approachIn the quantitative method, a questionnaire was used to acquire the perception of individuals via a simple random method. A total of 320 questionnaires were collected from the employees in the healthcare organizations of Pakistan, with a 47.70% response rate. Hypotheses were tested using SmartPLS (PLS-SEM).FindingsThe results reveal a positive relationship between GHRM practices and healthcare organization sustainability performance. POS partially mediated the relationship, strengthening the effectiveness of GHRM practices in boosting organizational sustainability.Originality/valueThe present study contributes to the understanding of GHRM practices in the healthcare industry, particularly in the context of emerging nations like Pakistan. It demonstrates a novel mediation role of POS to bolster the effectiveness of GHRM practices for gaining sustainability performance. The research proposes significant insight for both scholars and practitioners on how supportive corporate cultures affect the GHRM initiatives that foster economic, environmental and social sustainability.