Human Resource Management Processes Research Articles

Unlocking the Potential: HRM Integration of AI in the Gig Economy for Enhanced ERP Performance

This study explores the relationship between interaction with the gig economy and human resource management (HRM), emphasizing AI integration to improve corporate processes. It looks at important factors such as employment flexibility, organizational support, and work-life balance to improve work efficiency, output quality, job satisfaction, and stress management among gig workers. It highlights the importance of getting involved in the employee community and developing professional networks to progress in the gig economy. The study focuses on the changing HRM strategies in the gig economy by grouping findings into three categories: rising, redefined, and outdated relevance, based on a thorough investigation of current literature. By incorporating AI technology, HRM processes could be improved, labor management can be optimized, and organizational efficiency can be increased. AI-powered solutions can support focused learning programmers, streamlined communication channels tailored to the requirements of gig workers, and predictive analytics for workforce planning. Organizations can adapt to the changing nature of gig employment and promote agility, innovation, and competitiveness in the digital age by utilizing AI alongside HRM strategies.

Human Resource Management Process Applied in Conditions for Autonomy at Universities in Vietnam

Human Resource Management Process Applied in Conditions for Autonomy at Universities in Vietnam

Constraints and Enablement of Workplace Digitalisation: An Integrative Review

The successful implementation of a digital workplace involves integrating information technology throughout all aspects of the organisation. The resulting changes are significant and wide-ranging, affecting the overall work environment. Numerous experts emphasize the importance of technology in establishing a digital workplace. However, it is important to acknowledge that digital transformation within the workplace presents its own set of challenges. As such, this study aims to identify the limitations associated with embracing a digital workplace and explore the various factors that impact the efficiency of employee digitalisation. In doing this an integrative review to explore the factors that constrain, and influence workplace digitalisation was employed. To do this, relevant studies were searched through reputable search engines such as Scopus, EBSCO, IEEE, Science Direct, Google Scholar, and Bing. In addition, a range of online resources which proved to be reliable sources of information on workplace digitalisation and the constraints and enablement therein were used. Furthermore, reputable journal articles, government reports, and biographies were also used with specific keywords to identify both primary and secondary sources of data. The research results indicate that the lack of accuracy, reliability, trustworthiness, and productive collaboration between humans and artificial intelligence technologies in the context of digitalizing the workplace poses a substantial obstacle to their acceptance, implementation, and successful integration. However, it revealed that adaptability human asset capability employee motivation, and well-defined digitalisation strategy are critical in the effective implementation of workplace digitalisation. The study facilitates an in-depth analysis of the existing constraints and strategies for workplace digitalisation. The aim is to offer valuable recommendations to managers and practitioners on the successful implementation of workplace digitalisation. This study is a novel attempt that aims to explore the challenges and barriers that impede the successful utilisation of the human resource management process of workplace digitalisation.

E-HRM - Transforming Human Resource Management in the Digital Age: A Conceptual study

In the digital age, Electronic Human Resource Management (e-HRM) emerges as a transformative force reshaping traditional HR practices and organizational dynamics. E-HRM was developed due to advancements in technology, resulting in a reduction of administrative tasks for HR professionals (Thathsara, 2021). This paper explores the evolution, significance, and future trends of e-HRM in the context of modern Human Resource Management (HRM). The study begins by defining e-HRM as the integration of HRM strategies, processes, and systems through information technology. It traces the evolution of e-HRM from its inception to its current state, highlighting key features, components, and advantages. Moreover, the paper delves into the implementation challenges and considerations associated with e-HRM, including resistance to change, data security concerns, and the need for comprehensive training. Furthermore, it explores future trends and innovations in e-HRM, such as artificial intelligence, blockchain technology, and virtual collaboration, and discusses their implications for HR practices and organizational performance. In conclusion, the study underscores the transformative potential of e-HRM in driving organizational excellence, employee engagement, and competitive advantage in the digital age. It calls for organizations to embrace e-HRM as a strategic enabler for digital transformation and to invest in innovative HR solutions to thrive in an ever-evolving business landscape.

The Applications of Artificial Intelligence in Human Resources

The study examines the transformative role of artificial intelligence in Human resources and its profound implications for the future of workforce management. Questionnaires are used to evaluate the current perception, applications & adoption of artificial intelligence in human resources practices, as well as its potential impact and ability to shape tomorrow's Human Resource landscape. Understanding of how people view the integration of AI in human resources functions, by rigorously analysing questionnaire responses. These findings reveal the apprehensions, expectations and acceptance levels of AI driven human resource management processes. In addition, important foresight is provided on the evolution of technology and Human Capital dynamics within organisational structures. Moreover, a compelling case study is presented to demonstrate the effectiveness of AI when it comes to human resource management on an actual basis. The case study shows how AI solutions simplify recruitment, enhance employee engagement, optimise talent management and mitigate biases in the decision making process for a more agile, data driven environment that is inclusive. Finally, this research aims at breaking down the complex implications of artificial intelligence for human resources and providing information on its transformative potential which will make it easier to adopt effective decisions as part of organisational HR strategies. Keywords: Artificial Intelligence, Human Resources, Case Study, Perception, Awareness

Role of IOT and Blockchain Technology in the growth of digital HRM transformation as a function of Management

This study explores integrated IoT and Blockchain (BCT) technologies in the digital Human Resource Management (HRM) process, identifying the managerial phenomena. Using advanced algorithms like K-Means clustering, Random Forest predictive modeling, and Support Vector Machine sentiment analysis, the study convincingly shows that these technologies contribute to the optimization of HR management by picking the best method to use. The outcomes of the study reflect the successful segmentation of employees into clusters having strategies developed with the individual's specific needs in mind. The existing predictive models of the HRM strategies show an overall high accuracy level ranging from 86% to 92% precision. Sentiment analysis shows that the majority of the input from the employees (70%) is positive, which indicates their high job satisfaction. Also, the implementation of Blockchain technology ensures the security and reliability of the data, with a transaction rate of 200 transactions per second and an average block size of 2 MB. This demonstrates the ability of IoT and Blockchain technology to transform HRM practices which will aid in making decisions based on the available data, enhancing employees’ engagement, and ensuring the set of regulations is obeyed.

The Power of Education: How Individuals and Organizations Shape the Future

This article aims to explain and empirically prove that human resource management processes and practices influence individual and organizational performance, significantly contributing to the advancement of education in an organizational context. The reliability test was used to measure the level of internal consistency of the construct; Correlation analysis and OLS regression models were used to test the hypothesis. Questionnaires were distributed to 607 employees from 41 companies. The analysis shows that individual and organizational performance grew proportionally to the human resources selection process. There was a strong correlation between individual performance and education/training; a weak correlation between employee compensation and organizational performance; and a moderate correlation between individual performance and career development. Variables such as workforce competencies, motivation, and effective work structures had a strong effect on organizational performance. Based on the findings, we strongly recommend and encourage all companies in this study and beyond to develop a strategic plan to successfully guide their employees and implement processes and practices that improve individual and organizational performance, thus enhancing education in the business context. In the Balkan countries, especially in Kosovo, there is a lack of research on human resource management practices and processes. Therefore, this study will assist organizations in their efforts to improve HRM processes and practices, contributing to a better understanding and implementation of education strategies in organizational settings in this region.

Research on the Application of Manager's Psychological Capital in Enterprise Performance

In the contemporary era, as competition among businesses intensifies, innovation and development in enterprise performance management are becoming increasingly crucial. Continuously enhancing employees' professional knowledge and skills not only improves their work capabilities but also boosts organizational performance, aiding companies in achieving sustainable development. Psychological capital, the latest theory in contemporary management science, transcends human and social capital, possessing characteristics of originality and forward-thinking. Managers, in their daily work, directly influence the attitudes and behaviors of their team members through formal or informal guidance and supervision. Creating a psychologically conducive environment, characterized by happiness, fulfillment, and belongingness, can positively and significantly impact managerial behavior, thus maximizing organizational effectiveness and managerial performance. Historically, businesses have prioritized employee performance management in human resources management processes, often neglecting the psychological needs of managers, thereby hindering the effective implementation of many incentive measures. Therefore, this study explores three dimensions of psychological capital and organizational performance, constructing a relevant structural equation model. By employing theoretical and empirical analysis methods, it validates the positive influence of psychological capital on organizational performance, providing insights into the impact of managerial psychological capital on organizational performance and actively contributing to the realization of corporate strategic objectives.

Benefits of using artificial intelligence in core HR processes

The paper examines the use of artificial intelligence (AI) in the main processes of human resource management. It is noted that in modern conditions, AI is considered an advanced tool that can optimize management processes in various sectors of the economy. The author discusses the new opportunities that AI opens up in human resource management, increasing the efficiency of actions at all levels and complementing human abilities. The main part of the paper is devoted to the advantages and potential opportunities of using AI at different stages of the employee's life cycle in a company. In particular, the author emphasizes the optimization of recruitment through analytical processing of large amounts of information rather than subjective judgment. The paper highlights such areas as operational efficiency, recruitment, onboarding, talent management, strategic planning, career development, and management changes where AI can make a significant contribution. The paper also highlights the issues related to the potential dangers of introducing AI technologies. The level of readiness and the degree of involvement of managers in the latest technologies in human resource management is indicated. The paper raises the issue of efficiency and solving various problems. In addition, examples of real software products are provided. The conclusions emphasize the general perspective of using AI in HR processes and identify areas for further research. In particular, there is a call for the development of mechanisms to protect employees from possible misuse of AI and the development of effective strategies for the implementation of technologies that would take into account ethical aspects. The final part of the paper sets the task for the business community and legislative bodies to actively work on standards for the use of AI in HR to create fair and effective HR management.

Examination of Academic Human Resource Management Policies of Private Special Education Institutions and Rehabilitation Centers

This research aims to examine the human resource management policies of private special education institutions and rehabilitation centers based on the managers’ views. The basic qualitative research design was adopted in the research. The participants of the study consisted of managers of private special education institutions and rehabilitation centers operating in the province of Adıyaman. Criterion sampling technique was adopted in determining the participants. In this context, semi-structured interviews were conducted with 15 managers of private special education institutions and rehabilitation centers. The data obtained from the interviews with managers has been analyzed through content analysis. In the research, the opinions of the institution managers regarding the teacher employment process of their institutions were discussed under the themes of "employment criteria“, “employment process," and "problems encountered in the employment process." Policies for teacher development were examined under the themes of "personal development" and "professional development", while policies for teacher integration were examined under the themes of "rewarding". Policies for teacher evaluation were studied under the themes of "in-house evaluation" and "external evaluation". According to research results, the policies that shape the employment process are related to the nature of pre-service education and the professional and academic qualifications of teacher candidates. Additionally, based on the views of school administrators, it has been concluded that the shortage of subject experts is one of the problems encountered in the human resources management process of teacher employment. However, it has been stated that career planning and policies for professional development are insufficient in the process of teacher training and development, and teacher evaluation policies are shaped within the framework of internal and external evaluation criteria.

When digitalization meets HRM: developing a HRM value chain model in China

Purpose The purpose of this study is to explore the mechanism of digitalized transformation in organizations’ human resource management (HRM). This study summarizes three basic factors driving the digital transformation process in China: level of perception, level of application and speed of transformation. Design/methodology/approach This study analyzes the strategic transformation process of HRM in Haier, Hisense and Chambroad to explore the human resource digital transformation mechanism in Chinese enterprises. Findings The results of this study show that three HR value chain models can be constructed based on how well HRM deals with business: the efficiency-oriented HRM value chain, quasi-business-oriented HRM value chain and business-oriented HRM value chain. The basic factors – level of perception, level of application and speed of transformation – are observed in the entire HRM digital transformation process. Originality/value This study provides theoretical and empirical insights for enterprises to explore the value of digital technology in HRM and facilitate the digital transformation of HRM.

Human resource management using motivation and incentive tools

In business practice, it is impossible to reassess the role of the personnel motivation and incentive system in a company, since it allows you to smooth out the main conflicts between an employee and an employer, meeting the needs and interests of both sides as much as possible. The importance of this area of management is also due to its close relationship with other areas of work with human resources — adaptation, loyalty and engagement, etc. This article reflects the processes of human resource management in the organization through the use of motivation and incentive tools. The methodological characteristics of motivation and stimulation are given. The forms and means of encouraging employees have been defined. The current approaches and ways of stimulating employees are identified, which are used by modern organizations to increase the efficiency of using human resources and achieve the goals of the organization.The subject of the research in the article is the tools of human resource management in the organization. The research results are to identify modern ways of motivating and stimulating the work of employees to increase the competitiveness of the organization. The necessity of interconnection of these tools for the effective performance of labor functions by the organization’s personnel, as well as the possibilities and results of their use, is substantiated.

Role and challenges of ChatGPT, Gemini, and similar generative artificial intelligence in human resource management

The integration of generative artificial intelligence (AI) systems, such as ChatGPT, into Human Resource Management (HRM) has marked the beginning of a groundbreaking era in innovative workforce management and employee engagement. This research investigates the pivotal role played by ChatGPT and analogous generative AI technologies in HRM, underscoring their significance in the realms of recruitment, employee training, and organizational communication. Leveraging their natural language processing abilities, these AI systems streamline the recruitment process, ensuring unbiased candidate selection and enhancing the overall efficiency of HR departments. Moreover, in training and development initiatives, ChatGPT facilitates tailored learning experiences, adjusting content to meet individual employee needs, thereby fostering skill enhancement and professional growth. Nevertheless, the widespread adoption of ChatGPT in HRM is not without its challenges. Ethical concerns, such as data privacy and algorithmic bias, necessitate thorough examination to prevent discriminatory practices and guarantee equitable treatment of employees. Additionally, the requirement for continuous monitoring and refinement of AI algorithms to align with evolving organizational cultures and goals presents a significant hurdle. Moreover, striking a harmonious balance between AI-driven automation and human intervention is imperative to preserve the human touch in HRM processes, safeguarding the empathetic and intuitive elements that are essential for effective employee management. This research delves into these complex dynamics, shedding light on the transformative potential of ChatGPT and akin generative AI technologies in HRM, while also emphasizing the need for vigilance and strategic planning to address the associated challenges. Through an exhaustive analysis of real-world case studies and ethical frameworks, this study offers valuable insights for HR professionals, policymakers, and researchers endeavoring to navigate the intricate landscape of AI-powered HRM.

A user acceptance model for e-HRM system implemented in IT and Non-IT business organizations

BACKGROUND: Nowadays organizations have made their human resource management process more strategic and serve as a strategic tool for achieving competitive advantage for the organization with the development of electronic-Human Resource Management (e-HRM) Systems. To measure e-HRM system acceptance for performing various HR functions of an organization, especially the HR department, a perception model for acceptance of e-HRM systems in IT and Non-IT organizations has been developed in this research paper. OBJECTIVE: The objective of the study is to derive an acceptance model that can predict the acceptability and the factors affecting the acceptance of e-HRM systems in IT and Non-IT organizations. For this purpose, an electronic-survey-based questionnaire with a set of questions with categorical response options has been developed and the responses collected through this questionnaire are eligible to measure the acceptance level with effectiveness and usefulness of the e-HRM systems by IT and Non-IT business organizations. METHODS: Here, the questionnaire has 22 parameters. During data collection, 400 samples are obtained from 20 IT and 20 Non-IT (other services) organizations where ten employees from each organization participated in the survey. For the Data analysis for the acceptance model and also for testing of the hypothesis, several statistical-based data analysis techniques such as Data Reliability, Cross Tabulation, Normality test, Correlation ∖& Regression-based analysis, Factor Analysis, along with Pearson Chi-Square, Mann-Whitney U, Wilcoxon W for hypothetical testings are done. Apart from these criteria, using the data analysis techniques, a well-known technology acceptance model for the e-HRM system has also been employed to test with variables of the proposed questionnaire for the acceptance of e-HRM systems. RESULTS: All the statistical tests and testing of hypotheses are done in a sequential manner for comparison purposes of factors that affect e-HRM systems in IT and Non-IT organizations. The results are reported in detail with explanations and justifications. CONCLUSION: The results of the data analyses can be concluded with finding and discussing that the acceptability of e-HRM systems by the end users in IT firms is much higher than in other service organizations because of the significant difference in presence of external factors, perceived usefulness, perceived ease of use, user attitude, and behavior between the IT and Non-IT groups of organizations.

Digital tools as a key element of human resource management technology in the conditions of digital transformation

Aim. To identify technological features of human resource management (HRM) in the conditions of digital transformation.Objectives. To describe the main directions of HRM technology transformation in modern conditions; to define the concept of "digital tools"; to systematize the digital tools used in modern conditions; to identify promising directions of using digital tools on the way of digital trans- formation.Methods. The authors used in the research process the methods of contextual analysis, modeling terms and models, induction and deduction, synthesis and description, applied methods of comparative, system and structural analysis.Results. The outcome of the digital transformation of business is a progressive process, which in the end will radically affect the functioning of personnel. In this regard, the concept of "digital tools" of HRM is defined, their relationship with HRM technologies is revealed. It is revealed what digital tools are most often used today in Russian companies, whether there is their classification by forms of application and whether digital tools affect the technological process of HRM. The peculiarity of applying HRM tools from the possible set of tools is its scientific substantiation on the one hand and the practice of its application on the other. The basis is the orientation on the solution of a certain problem faced by the company in the current period. In order to get an effective effect, it is necessary to refuse from haphazard ap- plication of tools. A technological process of HRM should be formed, which will be based on a clearly structured sequence of actions that are interchangeable. An important element that should be paid close attention to is the understanding that the new information reality will place increased demands on the competencies of personnel. The article emphasizes that the digital transformation of business should be carried out progressively, taking into account the timely mastering of new digital competencies by employees.Conclusions. The digital transformation of business taking place today launches new, previously unobserved processes that cover all spheres of functioning of real commercial enterprises. Business can get a new quality both in the aspect of formation of management decisions on an objec- tive basis and in the framework of HRM. In this regard, it is safe to say that we are waiting for a systemic restructuring of the main business processes and, as a consequence, the introduction of new HRM tools, on the basis of which it will be possible to design digital HRM technologies.

A Resource-Based View Assessment of Big Data Analysis and Its Impact on Strategic Human Resources Quality Management Systems

Big data analysis is a process to analyze all the structured and unstructured and semi structured data collected from different types of sources. Therefore, collecting proper data and information from different sources is very important for any business organization and analysis of those data is also important. Thus, collecting information from different sources helps to gain knowledge about the demands and needs of the customers and market. Whereas analyzing all the data helps to understand the market trends which are helpful to enhance business performance. Apart from that, human resource management is another important system of any business organization. Therefore, human resource management is a strategy process or system which helps to enhance the productivity of the business organizations. Along with that there is a big impact of big data analysis on the human resources management system and the impacts are analyzed in this particular research study. On the other hand, the purpose of this research study is to analyze the concept of resource based big data analysis. Apart from that, the impact of big data analysis on the strategic human resource management systems of the business organizations is another purpose of this particular research study. Thereafter the researcher has adopted several types of techniques and methods for collecting more information and analyzing all the data. Furthermore, research has used the secondary methods and the sources for collecting some accurate and genuine data about big data analysis and human resource management systems. Apart from that the research has used the qualitative techniques for analyzing all the collected data in a systematic review. Therefore, the uses of secondary sources help the researcher to gain knowledge about the process of big data analysis and the process of human resource management. Thus, impact of big data analysis on the human resource management system is analyzed in this particular research study.

Pracharumjai Foundation

The problem of a shortage of volunteers for the Pracharumjai foundation, a public charitable organization, has been a persistent issue since the expansion of the foundation's offices in 1989 and the restructuring of the organization, which resulted in an increased workload for existing volunteers. This signifies a growing demand for volunteers. However, the human resource management process, especially job analysis and design, of the foundation has been deficient, leading to insufficient volunteer engagement with the work. The foundation attempted to address this problem by supporting cross-training to enable volunteers to work interchangeably. However, this approach has become a more complex issue, as it has led to an increased workload for volunteers and reduced commitment to the main tasks of volunteering, consequently affecting the efficiency of the foundation. This research will present the human resource management process of the foundation so far in order to discuss suitable strategies within the public charitable organizational context.

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.

Utilizing green financing in developing green HRM resources for carbon neutrality: presenting multidimensional perspectives of China.

This study examines how green finance may encourage the development of green human resource management (HRM) solutions to help China achieve carbon neutrality. For an empirical estimate, the Chinese data is subjected to DEA analysis, Tobit regression, and a sensitivity analysis model. The findings highlight the significance of green finance in the creation of green HRM solutions that aid firms in enhancing their environmental performance, boosting employee happiness, and getting them closer to their carbon neutrality goals. With the use of tools like green bonds and sustainable investment funds, businesses may raise capital for sustainability projects and encourage the adoption of environmentally responsible HRM practices. Moreover, the study results discussed the need to incorporate environmental sustainability considerations into HRM plans, enabling organizations to cultivate a sustainable culture and engage employees in supporting carbon neutrality through green practices in talent acquisition, training and development, performance management, and employee engagement. Incorporating environmental sustainability into HRM processes, boosting stakeholder involvement, and looking into new funding methods are all points emphasized in the study, which aims to enhance the uptake of green HRM initiatives.

Implications of Technological Evolution on Human Resource Management Strategies and Legal Compliance

Technological evolution, particularly in the realms of digitization and automation, has had a profound impact on how companies conduct their business. The use of artificial intelligence systems, data analytics, and collaborative platforms has transformed work processes and expedited business operations. This research aims to analyze the implications of technological evolution on human resource management strategies and legal compliance. The study utilizes a comprehensive analysis of previously published literature, employing a qualitative analysis approach to gain a thorough understanding of the issues at hand. The research period spans from 2000 to 2023. The study's findings indicate that technological evolution has significantly affected human resource management strategies and legal compliance, especially within the context of Indonesia's Law Number 13 of 2003 concerning Manpower. The integration of technology into human resource management processes has enhanced efficiency and productivity but has also posed new challenges related to employee privacy, data protection, and changes in work dynamics.