Human Resource Management Processes Research Articles

Exploration of Enterprise Process Management in the Era of Digital Transformation

The aim of this study is to investigate the potential for digital transformation within the realm of human resource management, specifically in the context of the digital economy. The primary focus of this research encompasses the driving forces, directions, and consequences of such digital transformation in human resource management. This study postulates that five key factors-internal customer digital needs, industry-level digital innovation, competitive challenges, digital innovation governance, and the requirements of the digital era-act as catalysts for the digital transformation of human resource management. In particular, the research underscores that the digitization of human resource management processes involves the application of cutting-edge digital technologies to functions like recruitment, training and development, and performance assessment. It’s essential to emphasize that while digital transformation yields advantages for business development, we must also consider its potential repercussions, including the process of transitioning from old to new human resource management systems and the possible adverse effects of the new system.

The Effect of Industry 4.0 and Artificial Intelligence on Human Resource Management

In today's market conditions, the importance of competition is obvious. Organizations must direct the right resources to the right investment to increase their competitive power and stay in the market. In this respect, the Human Resource Management (HRM) unit has also entered the digitalization phase. The digitalization phase in Human Resources (HR) has made significant progress, particularly in the recruitment process, with the help of Artificial Intelligence (AI). During this phase that creates a loss of value for the organization, searching for candidates among hundreds or even thousands of applications, selecting the most suitable one for the job, and placing the suitable ones in open positions within the institution; As a result of the evaluations made with artificial intelligence technology, it can be carried out without loss of cost and time. Thus, the AI approach ensures that interviews are managed quickly and with less cost in the recruitment process. Furthermore, AI enables the efficient fulfillment of various activities of the HRM unit, such as training, orientation, and career planning. The present study attempts to explain the impact of Industry 4.0 and AI on human resource management processes as a result of a literature review. This study, examined the role of Industry 4.0 and artificial intelligence in human resources management by making a literature review.

Employee Promotion Prediction Using Improved AdaBoost Machine Learning Approach

Employee promotion is an important aspect of the human resource management process. Due to different factors, it refers to the automatic improvement among the employees in an organization. Promoting employees from the lower level to the higher level brings a feeling of satisfaction among the employees. It improves their job satisfaction and motivation by providing more significant income, status, and responsibilities. By building up loyalty, promotion reduces employee attrition. Thus, it is difficult to accurately decide, whether an employee should or should not be promoted based on their current and past performance. So, human resource management does research about promotion, because there are a limited number of research about the finding of employee promotion prediction in the existing studies. First, to find the reasons for employee promotion, we need to analyze the research study for finding the factors which are related to the promotion. The aim of this research study is to implement an employee promotion prediction framework using machine learning. A modified AdaBoost classifier is used for automatic promotion prediction, and six machine learning techniques for instance, Support Vector Machine (SVM), Logistic Regression (LR), Artificial Neural Network (ANN), Random Forest (RF), XGBoost (XGB), and AdaBoost are applied in performance comparison. Through a complex assessment process, the performance of these supervised machine learning algorithms for predicting employee advancement is analyzed using assessment metrics on the employees' evaluation dataset for promotion prediction. The Artificial Neural Network (ANN) and AdaBoost model provide better results on this dataset than all traditional machine learning techniques. Finally, Our proposed modified AdaBoost approach outperformed all other methods evaluated with an accuracy of 95.30%.

Suvremena menadžerska analiza perspektive višestrukih dionika u upravljanju ljudskim resursima

The aim of the paper is to enhance the understanding of strategic human resource management (SHRM) as a concept by identifying the factors that impact its adoption in organizations and the potential outcomes, thus creating a comprehensive framework. This paper has been designed as an integrative literature review that attempts to answer the following research questions: What are the predictors of the adoption of a multi-stakeholder perspective in human resource management and what are the expected outcomes of implementing strategic human resource management in terms of value creation? In addition, the paper aims to answer the following questions: How do strategic changes influence the adoption of the multi-stakeholder perspective in human resource management (or the strategic human resource management processes) and is there a causality between them? To explain the interconnectedness between strategic changes and human resource management, the authors propose a conceptual framework for the multi-stakeholder perspective in human resource management or a new model for strategic human resource management. The proposed conceptual model provides a more comprehensive view of strategic human resource management. The key elements of the proposed strategic human resource management model are the CEO leadership characteristics, including CEO career diversity and CEO willingness to adopt the authentic leadership approach, and the possible consequences of SHRM in achieving higher organizational effectiveness (improved organizational performance). This model also assumes that employee engagement plays a mediating role between strategic human resource management practices and organizational effectiveness. This paper provides an integrative literature review on the adoption of the multi-stakeholder perspective in human resource management and creates a new conceptual framework for strategic human resource management.

ЦИФРОВЫЕ ТЕХНОЛОГИИ В ПОДБОРЕ И ОТБОРЕ КАНДИДАТОВ: ОТ РУЧНЫХ ОПЕРАЦИЙ К ФОРМИРОВАНИЮ ЗАДАНИЙ

In modern society, digitalization of the human resource (HR) system and processes is an objectively set need of companies, a vector and format of HR policy and HR strategy. The transfer of HR management processes to “digital” has become a powerful factor in the survival of the enterprise in the ever-increasing “struggle for Talents”, a driver of increasing the effectiveness of implemented HR policies. HR management today is moving to a new level — the “HR 3.0” model, based on the use of algorithms, digital products, cloud technologies, mobile applications, artificial intelligence, integrated software, etc. One of the main directions of using digital technologies in the field of HR management is digital recruitment (digital recruiting). Digital recruiting as one of the most progressively developing areas of HR policy, which determines the practical value of this research. The focus of the article is the question of the forms and possibilities of using various digital technologies within the key stages of the process of recruitment and selection of candidates for vacant positions of the organization. The conclusion is made about the most striking trends in the digitalization of recruiting from the point of view of the analysis of the practice of Russian state and commercial structures. The request for transformation of the spectrum of key functions of a modern recruitment manager operating in a highly improvised social space is indicated. The scientific novelty of the article consists in determining the capabilities of modern digital technologies in the search and selection of candidates.

ASSISTANCE IN THE USE OF THE TNDE APPLICATION FOR SUPPORTING HUMAN RESOURCES MANAGEMENT AT PT. ANGKASA PURA I

This study focuses on the application of Digital Navigation Technology (TNDE) in human resource management at PT. Angkasa Pura I. The main goal is to analyze the effectiveness and efficiency of TNDE in human resource management processes. The research shows that TNDE has significant implications for improving the efficiency and effectiveness of human resource management in PT. Angkasa Pura I. The study also highlights the importance of addressing the challenges faced in implementing TNDE, such as resistance to technology. Interaction between TNDE and aplikasi is crucial for efficient problem-solving and effective learning. The research recommends implementing TNDE programs, improving communication between TNDE and TNDE, and optimizing TNDE implementation to align with the needs of TNDE and technology development.

Examining the role and position of the digital human resource management in economic development

In recent decades, the world of business and human resource management (HRM) has been involved with new changes that have had a major impact on organizations and economic institutions. With the advancement of technology and the expansion of digitalization, the concept of digital HRM has been introduced as a revolution in this field, which has caused major changes in the methods and processes of HRM. The objective of this study is to evaluate the impact of sustainable human resource practices on the economy, society and environment. Also, the intermediary role of digital HRM is investigated in this regard. The current research is a descriptive survey in terms of practical aim and methodology. The studied population of this research includes 5789 companies operating in industrial cities in Indonesia. The results of statistical analysis show that sustainable HRM has a direct and indirect effect on sustainable performance. Although external electronic supply chain strategy is linked to all three dimensions of sustainable performance, the hypothesis related to the effect of sustainable HRM on society with the mediating impact of internal electronic supply chain strategy has been rejected. Based on the findings, recommendations were presented to managerial sections to enhance sustainability and obtain benefits in the third issues at the same time.

Analyzing Criteria Affecting Decision-Making Processes of Human Resource Management in the Aviation Sector - A Fuzzy Logic Approach

In today's fast-paced and ever-changing business landscape, effective decision-making is paramount to achieving success and maintaining a competitive edge. This holds particularly true in the aviation sector, where Human Resource Management (HRM) plays a pivotal role in optimizing workforce performance and ensuring operational efficiency. However, HRM decision-making processes are often confronted with multifaceted challenges that encompass various criteria and encompass both objective and subjective factors. To tackle this complexity, a novel and adaptive approach is needed. In this study, we employ a Fuzzy Logic Approach to analyze the criteria influencing decision-making processes in HRM within the aviation sector, aiming to provide a comprehensive and flexible decision-support system for HRM practitioners and contribute to the sector's overall performance and success. The contribution of this study lies in its innovative application of Fuzzy Logic to HRM decision-making in the aviation sector. By capturing the inherent uncertainties and vagueness that HRM practitioners encounter, the proposed Fuzzy Logic-based model offers a more robust and context-sensitive decision-support system. Based on the Fuzzy Logic application and sensitivity analysis, the findings reveal the significance of employee satisfaction as the most influential criterion in HRM decision-making within the aviation sector. The Fuzzy Logic model demonstrated a strong positive correlation between high employee satisfaction levels and favorable HRM Decision Outcomes. This finding emphasizes the pivotal role of employee satisfaction in shaping HRM strategies and outcomes within aviation organizations.

МОДЕЛь ИНТЕГРАЦИИ ИСКУССТВЕННОГО ИНТЕЛЛЕКТА В СИСТЕМУ АДАПТАЦИИ ПЕРСОНАЛА

During the period of digital transformation, artificial intelligence technologies are actively developing and being introduced into human resource management processes. The authors consider the concept of artificial intelligence, explore the possibility of using artificial intelligence in the system of personnel adaptation. The article analyzes the main advantages and disadvantages of the ChatGPT model. A model for integrating artificial intelligence into the adaptation of company personnel is proposed.

Penggunaan Teknologi Dalam Pengembangan SDM

The use of technology in human resource (HR) development is one of the strategies to improve the quality, skills, and competencies of HR in order to adapt to environmental changes and future challenges. Technology can be used to support HR management processes, such as recruitment, selection, training, assessment, and career development. Technology can also help create added value for organizations through innovation, creativity, and collaboration. This research aims to examine the influence of technology on HR development in various fields, such as business, education, government, and health. The research method used is a literature study by collecting and analyzing secondary data from various sources. The results show that technology has a positive impact on HR development, such as increasing efficiency, effectiveness, productivity, performance, motivation, satisfaction, loyalty, and commitment of HR. However, technology also poses challenges and barriers to HR development, such as changes in organizational culture, new competency needs, ethical issues, privacy, and data security. Therefore, an appropriate strategy is needed to implement technology in HR development in order to provide optimal benefits for organizations and individuals.

Pengaruh Tingkat Absensi Dan Insentif Terhadap Kinerja Karyawan Pada PT. Multi Teknik Telaga Indonesia Jakarta Barat

PT Multi Teknik Telaga Indonesia is a distributor for European gearbox and electric motor manufacturers. PT Multi Teknik Telaga Indonesia is one of the sole agents of electric motor/gear motor products and one of the largest gear companies. Based on the objectives and form of the research conceptual framework, the approach used in this research is quantitative. In this study, simultaneously the level of attendance and incentives has a significant effect on employee performance with the F test value obtained of 28,286 with a sig value. 0.000 because the probability is below 0.05 or 0.000 0.05, the multiple linear regression model can be used to predict employee performance or it can be said that the Attendance Rate (X1) and Incentives (X2) simultaneously affect Employee Performance (Y).PT. Multi Teknik Telaga Indonesia to implement an effective and efficient employee attendance attendance system, so as to facilitate the human resource management process, save costs and time and increase employee productivity and assess employee performance by considering factors such as attendance and incentive levels, so as to provide a more complete picture of employee performance.

Modeling the Transformation of Configuration Management Processes in a Multi-Project Environment

Human resource management during project implementation in a multi-project environment requires addressing the resource-constrained project scheduling problem. Agile methodologies allow for greater management flexibility, necessitating an agile transformation of human resource management processes. Changes occurring in human resource management lead to modifications in the initial project team and alterations in the state of the resource pool in a multi-project environment. To ensure controllable changes in the project team and address the task of allocating (reallocating) limited resources among project tasks in a multi-project environment with subsequent optimization based on a selected criterion, it is proposed to use configuration management of human resources. Depending on the chosen level of detail, project specifics, and the implementation environment, configuration elements can be an executor, project team, or intact team. Types of equivalence applied to the set of configuration elements have been classified. A model of the configuration management process for human resources has been considered. Using the proposed model will allow for formalizing the process of implementing human resource configuration management in a multi-project environment. Constructive enumeration of configuration elements in a multi-project environment has been examined. Identifying a typical representative of the configuration and considering the given equivalence, followed by selecting a resource allocation/reallocation option that meets the specified constraints, enhances team adaptability. An example of configuration management in addressing team composition management tasks has been discussed. The proposed approach can be applied in managing human resources for agile transformation projects of critical infrastructure, particularly in the healthcare sector, during the establishment of hospital clusters and supercluster medical institutions. This is because implementing such projects necessitates continuous monitoring of changes and requirements for resource provisioning.

Enhancing industrial environmental performance: interplay among environmental sustainability, green HRM, and green competitive advantage.

This study highlights the importance of green human resource management (HRM) practices, which investigates the connection between environmental sustainability and green competitive advantage. Using the CGM model and the generalized method of moments (GMM), this research investigates how green HRM may foster environmental sustainability by creating a competitive advantage for businesses. Research shows that green HRM may achieve green competitive advantage practices, crucial for environmental sustainability. By "green HRM practices," we mean incorporating environmental concerns into traditional HRM processes, including hiring, training, evaluating, and compensating employees. However, the importance of green HRM practices cannot be overstated due to their efficiency in creating a competitive advantage and advancing environmental sustainability. Specifically, the research shows that businesses that have adopted "green HRM practices" outperform their competitors in terms of environmental sustainability. The last section emphasizes the importance of green HRM as a key facilitator of environmental sustainability. Implications for businesses that want to improve their environmental performance are also provided.

Digitally reflective employees as facilitators of digital work

ObjetivoEste documento identifica funcionários digitalmente reflexivos como facilitadores de características de trabalho digital.Design/MetodologiaEste documento conceitual se concentra no desenvolvimento de uma estrutura microteórica geral que esclarece o pensamento digital. Ele integra relatos teóricos e empíricos de diferentes pontos de vista de gestão sobre a reflexão digital em um quadro micro-teórico geral.ResultadosEsta pesquisa define a reflexão digital como a tendência de um indivíduo para considerar como as características do trabalho digital os afetam e sua organização.Originalidade/ValorEste documento descreve uma estrutura de reflexão digital que pode ajudar acadêmicos e gerentes a entender o papel mediador da reflexão digital na relação entre as características do trabalho digital e os resultados individuais.ImplicaçõesOs resultados indicam que as empresas que desejam introduzir ou manter novos recursos de trabalho digital que impactam positivamente o RH podem se beneficiar do envolvimento e promoção do pensamento digital no design do trabalho e nos processos de gerenciamento de RH.

Exploring Agile HRM Framework, Industry Approaches, Challenges, and Implementation Strategies

This study addresses the field of Agile Human Resource Management (HRM) and considers developing a comprehensive framework for its implementation. We consider industry-specific approaches, analyze the challenges and barriers to their implementation, and suggest effective strategies for successful implementation. The purpose of this research is to shed light on the dynamic landscape of Agile HRM and provide insights for organizations looking to improve their HR operations in line with Agile principles. This study is purely based on secondary data and has a scope for future research by focusing on primary data directly from the organizations that have adopted and implemented Agile HRM Principles and Processes.

Strategic Human Resource Management (SHRM) Concepts and Models for Virtual Organization Management: A Literature Review

Virtual groups have been defined to be an assemblage of persons that are physically or administratively separated but work together concurrently and cooperatively on job procedures through correspondences as well as information technology for achieving definite objectives. Managing a virtual remote workgroup is difficult and requires additional competences when compared to traditional management. Many managers are not capable of remote working or trained for such work situations leading to challenges associated with fulfilment of responsibilities. There is a need for managers to acquire fresh skill set. Understanding the unique social aspects and computer mediated technicalities encompassing management of virtual workforces will enhance organisational productivity likewise create an efficient human resource management (HRM) structure that can enhance attainments. This article is an integrative review of literatures aimed at expanding human resources management scope. In-depth investigations of human resource management literatures, research and theories and their application as well as study of applicable models and theoretical frameworks which can be used to comprehend the peculiar nature of virtual organizations was extensively explored. Findings recognized crucial tasks likewise opportunities emanating from contemporary situations that warrant virtual, remote working and suggestions were proffered that managerial staff and human resource executives can utilize for imminent circumstances that might require innovative work techniques for enhanced organizational performance. Pragmatic indications credibly prove that implementing strategic human resource management (SHRM) processes and strategies in virtual organizations adds value to organisational performances with reference to improved efficiency, greater viability, and reduced staff turnover level. Keywords: Strategic Human Resource Management, Virtual Organizations.

Sports Human Resources Development (Human Resources Management Survey in Petanque Sport Branch, Surakarta City)

The existence of sports human resources in the petanque sport in Surakarta City, competency development in various ways is needed so that human resources in petanque sports in Surakarta City can be competent in completing their main tasks and functions. The aims of this study were to: (1) Know and describe the flow and process of sports human resource management in the petanque sport in the city of Surakarta. (2) Knowing and describing the potential of sports human resources in the petanque sport in Surakarta City. In this study the method used is descriptive qualitative with an inductive approach. The sample used. Data collection techniques used in this study were interviews, observation, questionnaires and document collection. Data analysis used interactive analysis includes data reduction, data presentation and drawing conclusions and verification. The findings from the research conducted included: (1) The sports human resource management process carried out by Petanque Surakarta City has fulfilled the provisions of the running of the organization, namely processes in the form of planning, organizing, directing and supervising. (2) The potential of Human Resources for the Petanque Sport in Surakarta City in general has not been optimally developed. This can be seen from the results of the data obtained from several indicators, namely the number of Sports Human Resources, qualifications, involvement in activities, achievements and welfare of the Surakarta City Petanque

IMPACT OF GREEN HRM PRACTICES ON GREEN VOLUNTEER BEHAVIOR: MEDIATION OF PSYCHOLOGICAL OWNERSHIP

As the world embraces sustainability and environmental thinking, organizations are increasingly recognizing the importance of integrating green practices into their human resource management (HRM) processes. This study examines the complex dynamics between green HRM practices, green volunteer behavior (GVB), and the mediating role of intellectual ownership (PO) in the banking sector. The findings indicate that organizations in this category have adopted moderate levels of green HRM practices. Importantly, research reveals that GHRM practices positively influence employee psychological ownership, which in turn encourages green volunteer practices. The mediation analysis shows the significant effect of psychological ownership on the relationship between Green HRM and volunteer green practices. This suggests that fostering a sense of intellectual ownership among employees is important for meaningful communication in sustainability initiatives. These results highlight the importance of implementing green HRM practices as well as enhancing employees’ psychological connections with these practices to enhance their engagement in sustainability initiatives in the 1990s. Organizations seeking to improve their sustainability efforts can leverage their employees’ commitment and passion for environmental goals through the intermediary role of mind ownership relies on considering human resources in green.

Digital maturity and digital transformation in human resources management: Stability vs development

Digital transformation has impacted all areas of life, including human resources management. Studying digital maturity is relevant because it can help organizations adapt to change and improve human resources strategies for successful transformation. This study explored the relationship between digital maturity, transformation, and human resources management and how organizations can use digital technologies to increase maturity and opportunities and cope with obstacles. Complex analysis, synthesis, induction, deduction, and analogy methods were used as methodical tools to analyse literary sources, information, and communication technologies. The importance of digital maturity for human resources management practices and processes and the digital transformation process in management functions was explored. The drivers, challenges, and outcomes associated with digital transformation initiatives were identified, and the impact of digital maturity and transformation on stability was analysed. The study also examined the possible trade-offs between maintaining stability and promoting development through digital technologies. The importance of continuous learning, training, and skill development in human resources management was assessed to achieve and maintain digital maturity. A conceptual framework focused on the relationship between sustainability and development in the context of digital maturity and transformation in human resources management, providing a comprehensive understanding of these dynamics. The research can help manage digital transformation effectively, provide helpful information for academic and practical human resources management applications, and bring a new perspective to the balance between sustainability and development

Technology Enabled Intelligent Solution in Human Resource Management for Smart Cities

The foundation of smart cities is based on an autonomous and decentralized architecture, which consists of sophisticated information and communication technologies (ICT) in convergence with technology enabled solution to improve the business management process in industry 4.0. This study tends to examine the adoption of blockchain technologies (DLT) in the human resource management (HRM) of organizations in building solutions for IOT (Internet of things) smart cities. The current study explores a unique set of factors selected from the extensive literature and acquired information from fifteen experts having significant experience of blockchain technology in their respective organizations. An integrated fuzzy analytic hierarchy process (F-AHP) is applied to prioritize the identified success factors. Further, the modified decision-making trial and evaluation laboratory (M-DEMATEL) method is utilized to represent the complicated causal relationships among different sub-factors on blockchain-HRM integration. The findings show the application of blockchain will foster a paradigm change in IOT based smart communities, where recruiters verify the candidate credentials including education, skills, and work experience. The payroll managers would determine the more effective way to make work less complex and moderate, enabling timelier payments to global employees. Furthermore, DLT would enhance the employee learning records and update the real-time information in HRM database technologies. Thus, providing a detailed guide for future Industry 4.0 developers about how blockchain can improve the next generation of industrial applications. The developed method can help the decision-makers and provide a foundational view to examine the benefits of implementing blockchain technology in the HRM setting of an organization before they choose to integrate in order to enhance Industry 4.0 technologies. This research will be a novel attempt to synthesize the key factors and subfactors about technology enabled solution within the intelligent HRM process, shedding light to rethink HRM strategies to incorporate blockchain technology in organizations.