Human Resource Management Scholars Research Articles

Green Recruitment as a Mediating Variable of the Effect of Green Employer Behavior on Employee Performance

Context: The image above indicates that if the researcher decides to formulate a Green Recruitment variable argument, it can have a positive relationship and a significant influence on employee performance. Then the researchers modified this variable into Green Recruitment by adding Environmental & Natural elements with the aim of creating a company that upholds Sustainable Development. Objective: The main objects in this article are Green Recruitment, Employee Performance, and Green Training which are formulated by Green Recruitment as an Independent variable, Green Training as a Moderation variable, and Employee Performance as an Independent variable. Method: This research is quantitative research with an exploratory approach which uses a number of previous studies, especially the five studies mentioned above and the addition of two other studies regarding Green Recruitment. The data used in this research is primary data that researchers obtained from PT. Musi Hutan Persada in Indonesia has 300 employees. These data were analyzed using the smart PLS 4.0 analysis tool. Results: The Green Recruitment variable can have a positive relationship and a significant influence on Employee Performance. This is because the P-Values in the first row are positive and are below the 0.05 significance level, namely 0.043. Apart from that, in the next row the P-Values also point to positive and are below the 0.05 significance level, namely 0.000. These results indicate that the Green Recruitment variable can have a positive relationship and a significant influence on employee performance and the Green Training variable can strengthen the influence of the Green Recruitment variable on employee performance. These results are due to recruitment which has a high nuance in protecting the environment, usually has high social sensitivity and concern and ultimately improves employee performance. The resulting employee performance is not just ordinary employee performance like employee performance in other studies, but employee performance that is nuanced and combined with aspects of caring for nature and the environment. Therefore, the first and second hypotheses in this study can be accepted. Contribution: The researcher's great hope is that this article can be used as one of the main references in Human Resource Management scholarship, especially those closely related to Green Recruitment, Green Training and Employee Performance. Apart from that, it is hoped that this research will become a reference in deciding existing policies.

Reflections on achieving anti‐racism in organisations: The role of human resource management scholars and practitioners

Reflections on achieving anti‐racism in organisations: The role of human resource management scholars and practitioners

Can Green Recruitment Affect Employee Performance if Moderated Green Training based on the SDG?

Context: The image above indicates that if the researcher decides to formulate a Green Recruitment variable argument, it can have a positive relationship and a significant influence on employee performance. Then the researchers modified this variable into Green Recruitment by adding Environmental & Natural elements with the aim of creating a company that upholds Sustainable Development. Objective: The main objects in this article are Green Recruitment, Employee Performance, and Green Training which are formulated by Green Recruitment as an Independent variable, Green Training as a Moderation variable, and Employee Performance as an Independent variable. Method: This research is quantitative research with an exploratory approach which uses a number of previous studies, especially the five studies mentioned above and the addition of two other studies regarding Green Recruitment. The data used in this research is primary data that researchers obtained from PT. Musi Hutan Persada in Indonesia has 300 employees. These data were analyzed using the smart PLS 4.0 analysis tool. Results: The Green Recruitment variable can have a positive relationship and a significant influence on Employee Performance. This is because the P-Values in the first row are positive and are below the 0.05 significance level, namely 0.043. Apart from that, in the next row the P-Values also point to positive and are below the 0.05 significance level, namely 0.000. These results indicate that the Green Recruitment variable can have a positive relationship and a significant influence on employee performance and the Green Training variable can strengthen the influence of the Green Recruitment variable on employee performance. These results are due to recruitment which has a high nuance in protecting the environment, usually has high social sensitivity and concern and ultimately improves employee performance. The resulting employee performance is not just ordinary employee performance like employee performance in other studies, but employee performance that is nuanced and combined with aspects of caring for nature and the environment. Therefore, the first and second hypotheses in this study can be accepted. Contribution: The researcher's great hope is that this article can be used as one of the main references in Human Resource Management scholarship, especially those closely related to Green Recruitment, Green Training and Employee Performance. Apart from that, it is hoped that this research will become a reference in deciding existing policies.

Which organisational context factors help women to obtain and retain leadership positions in the 21st century? A systematic review and research agenda for human resource management

AbstractObtaining and retaining women in leadership positions is an ongoing challenge for scholars and practitioners in Human Resource Management (HRM). Research on the role of organisational context factors in supporting women who either are already in leadership roles or aspire to obtain them is fragmented and spread across multiple disciplines. In this systematic literature review, we identified 87 articles related to organisational context factors and female leadership. We mapped these articles onto the stages of the employee lifecycle: (1) Recruitment and Selection, (2) Learning and Development, (3) Performance Appraisal, and (4) Reward and Retention. Additionally, we introduced the category (5) Organisational Setting to encompass overarching context factors such as industry. For each article, we assessed the underlying assumptions concerning the gender‐neutrality or gender‐sensitivity in the practical implications. Our analysis revealed that some stages of the employee lifecycle received more attention than others and that the derived practical implications often go far beyond what can be concluded based on the study findings. We discuss theoretical implications and outline future research opportunities, such as the potential for HRM scholars to integrate an intersectionality lens into research along the employee lifecycle. We end with practical implications for HRM practitioners who wish to implement evidence‐based insights from our review.

Exploring the gap between research and practice in human resource management (HRM): a scoping review and agenda for future research

AbstractThe call for evidence-based decisions in HR has become a heated debate in recent years. An alleged research-practice gap has been identified by a number of HRM scholars, leading to recommendations for practice. To what extent the assumption of this gap is justified, theoretically or empirically, remains vague, however. Thus, building on a systematic literature search and the formulation of eligibility criteria for articles, we conducted a scoping review of the current research landscape. Our aim was to explore the constituent components, causes and consequences of the gap. Overall, it was found that research activity has so far been heterogeneous, a significant number of articles were conceptually driven, and a large proportion related to knowledge deficits of HR practitioners. A subset of consistent survey-based studies indicated little awareness of empirically supported practices in personnel selection. The qualitative, mixed-method, and content-analysis studies revealed other influences, such as research with limited practical relevance or divergent interests between scholars and practitioners (e.g., employee motivation). Based on the conceptual contributions, three thematic clusters were identified as causes for the gap: (1) communication barriers (e.g., insufficient interfaces), (2) methodological issues (e.g., rigor-relevance tensions), (3) accessibility, visibility, and dissemination of HR research (e.g., oversimplification of practical implications). There was a strong emphasis on presumed causes and their resolution, with less consideration given to the expected consequences of the gap (e.g., poorer organizational outcomes). Despite preliminary empirical indications for the existence of a research-practice gap in particular areas of HRM, many articles tend to focus on overarching recommendations for practice. We conclude that the HRM research-practice gap in itself has not yet been sufficiently empirically investigated. In view of this, we discuss implications and develop an agenda for future research.

Challenges and Opportunities in HRM Research in the Era of Globalization: A Bibliometric Analysis of the Effects of Cultural Diversity and Innovation in Organizations

This bibliometric analysis explores the landscape of Human Resource Management (HRM) research in the context of globalization, cultural diversity, and innovation within organizations. Leveraging a comprehensive dataset comprising influential works, co-authorship patterns, and keyword frequencies, the study aims to uncover the prevailing themes, emerging trends, and collaborative networks in contemporary HRM literature. The analysis encompasses a broad spectrum of topics, ranging from diversity and globalization to sustainability and training. Key findings reveal an overarching emphasis on diversity and globalization, indicating a heightened awareness of the challenges and opportunities associated with managing diverse workforces in the globalized business environment. The study also identifies trends such as the evolving importance of sustainability and the recognition of training as a vital aspect of HRM practices. Co-authorship networks and influential works spotlight the collaborative nature of HRM research and the seminal contributions that have shaped the field. The findings contribute to a nuanced understanding of HRM's role in navigating the complexities of the globalized organizational landscape, shedding light on both the enduring themes and the evolving priorities in HRM scholarship.

Bibliometric Analysis of the Influence of Academic Research on HRM Strategy, Employee Performance, and Organizational Success Globally

This bibliometric analysis explores the profound influence of academic research on Human Resource Management (HRM) strategy, employee performance, and global organizational success. Leveraging a comprehensive dataset from reputable academic databases, the study employs bibliometric techniques to analyze patterns of publication, citation, collaboration, and keyword trends within the HRM research domain. The findings reveal a multifaceted landscape of HRM scholarship. Co-authorship network analysis identifies prolific authors and research clusters, highlighting the collaborative nature of HRM research. Citation analysis uncovers highly influential publications, showcasing the impact of seminal works on HRM theory and practice. Keyword analysis unveils emerging research themes, reflecting the field's responsiveness to evolving challenges and trends. Notably, the analysis underscores the significance of evidence-based HRM practices and the global context in which HRM operates. It recognizes the role of academic research in shaping HRM strategies that enhance employee performance and contribute to global organizational success. This study provides valuable insights for HRM practitioners, researchers, and organizational leaders by offering a comprehensive overview of the evolving HRM landscape. It emphasizes the importance of collaboration, the influence of seminal works, and the dynamic nature of HRM research. Understanding these dynamics is pivotal for advancing HRM scholarship and driving organizational excellence in a globalized world.

Governance of Human Resources Management in the Digital Era

Human resource management (HRM) in the digital era cannot be separated from the industrial era 4.0 and society 5.0. The purpose of this research is to explore HR governance/management in today's digital era. The method used in this research is the qualitative method. The results of the study, namely human resources (HR), are described as a means for HRM to create value and need to be seen as an important part of interdepartmental business analysis. In the next section, a detailed explanation is given about the methodology adopted in uncovering the perceptions of human resource management scholars on both the function of human resource management in the digital world as well as the role of human resource managers, namely with regard to proper management of HRM, so that it will have a multiplier effect on improving individual and organizational performance. The conclusion is that an effective and appropriate HRM is needed so that individual and organizational performance can increase optimally and sustainably.

Labor process theory and critical HRM: A systematic review and agenda for future research

Labor process theory (LPT) is a critical approach to studies on work and employment; it is rooted in the Marxist tradition, which addresses conflictual relations between capital and labor and connects work transformations with broader structural contexts. LPT has been one of the theoretical lenses through which critical human resource management (HRM) scholars have attempted to challenge taken-for-granted concepts and approaches introduced by mainstream, positivist, and functionalist HRM research. Yet, an effort to consolidate its significance in critical HRM is missing in the extant literature. Drawing on a systematic review of 103 research articles published from 2000 to 2021, the present paper identified four key themes in previous LPT-informed HRM research, including institutional forces, control regimes, solidarity and resistance, and the deskilling-upskilling paradox. Based on this review, the article discusses what critical HRM scholars can learn from this collective understanding of LPT and how they could also employ this theory to advance critical HRM research. The main argument brought forward is the idea that LPT is worthwhile to challenge the excessive optimism propagated by the pluralist approaches in HRM.

Working after incarceration: An integrative framework of pre- and post-hire experiences of formerly incarcerated individuals

In this paper, we review literature that examines employment outcomes for people with histories of incarceration. Previous research on formerly incarcerated individuals (FIIs) has highlighted almost exclusively the implications of the selection process and their stigmatization. The current paper provides insight on the experiences of FIIs navigating stigma during the job search process and while at work. Using 136 articles published from 2012 to 2022, we seek to offer a theoretical framework synthesizing and integrating research from several disciplines. First, we model the process of applying for and maintaining employment, from both the applicant's and employers' perspectives. Second, we identify key moderators at the individual and contextual level that influence FIIs' pre-and post-employment experiences. Third, we highlight significant knowledge gaps that are especially salient for human resource management scholars and propose future research directions. Finally, the paper concludes with a discussion of contributions to theory and research and practical implications.

Does Healthy Living Matter to Work Outcomes? Effects of Exercise and Health Conscious Identity on Employee Job Performance and Life Satisfaction

Organizational behavior and human resource management scholarship and practice is interested in positive employee outcomes. Even though research has examined a host of work factors ranging from personality and emotions to leadership and culture, it is not clear how factors outside of work such as lifestyle influence employee performance and satisfaction. We develop theory on health conscious identity as it affect important work outcomes. We draw on emerging societal trends to outline how exercise affect employee job performance and life satisfaction. We also contend that health conscious identity has positive effect on employee job performance and life satisfaction. Our study integrates facets such as media influence, pandemic effect, and recommendations from health authorities with conventional issues of employee attitude, behavior, and well-being. Data from 280 employees and 58 supervisors supported the hypothesized relationships. We discuss implications on organizational practices in the emerging work order and suggest future research directions.

Global employees and exogenous shocks: considering positive psychological capital as a personal resource in international human resource management

While positive psychological capital (PsyCap) is a significant antecedent of favorable work outcomes, it is unclear whether this is true for global employees during an exogenous shock. Applying conservation of resources theory, we found that, under conditions of crisis-induced role novelty, global employees leveraged PsyCap to follow a resource-gain route to job satisfaction, whereas their ability to mitigate resource loss was limited. We differentiate among global employees, finding that role novelty compensated for lower PsyCap in motivating job engagement for those with higher travel obligations. Our results stress the importance of PsyCap in international human resource management scholarship and practice.

Psychological Capital and Well-Being beyond the Workplace

Psychological capital (PsyCap) is an individual's psychological capacity that can be measured, improved, and managed for performance improvement. Hope, self-efficacy, optimism, and resilience are among the psychological resources that make up the higher-order construct. It has been connected to a variety of positive work attitudes, behaviors, and other outcomes. The concept of well-being is intricately joined with that of living life to the fullest potential. The decades of extensive research on mental illness and dysfunctional behavior in psychology and other behavioral science have generally failed to contribute to a better understanding of the role that human qualities, flourishing, and optimal performance. Similarly, the study of work stress, conflict, dysfunctional attitudes, and other negative constructs that have preoccupied organizational behavior and human resource management scholars and practitioners has also not necessarily shed more light on the traits of outstanding workers or the dynamic mechanisms that support greatness in the workplace. This realization motivated positive psychologists and positive organizational behavior scholars to launch new and exciting streams of research that focus on positivity in its own right, rather than simply extrapolating existing mainstream research. It is expected that the positive influences of PsyCap will reduce costs and mitigate negative influences in an organization or workplace. The concept of well-being is a complex thought on optimal performance in one's life. It is having two visual aspects, the hedonic approach and the eudaimonic approach. The present conceptual review paper has been drafted to have an understanding of positivity, particularly PsyCap which can promote well-being, both at and beyond the workplace.

Artificial Intelligence and Public Human Resource Management: Questions for Research and Practice

Advances in big data and artificial intelligence (AI), including machine learning (ML) and other cognitive computing technologies (CCT), have facilitated the development of human resource management (HRM) applications promising greater efficiency, economy, and effectiveness for public administration (Maciejewski, 2017) and better alignment with the modern, constantly evolving employment landscape. It is not surprising then that these advanced technologies are featured in proposals to elevate the government’s human capital. This article discusses current and emerging AI applications that stand to impact most (if not all) HRM functions and their prospects for elevating public human capital. In particular, this article (a) reviews the current state of the field with regards to AI and HRM, (b) discusses AI’s current and potential impact upon the core functional areas of HRM, (c) identifies the main challenges AI poses to such concerns as public values, equity, and traditional merit system principles, and (d) concludes by identifying research needs for public HRM scholarship and practice that highlight the growing role and influence of AI applications in the workplace.

How Ambidextrous Human Resource System Affect Employee Creativity? A Study in the Pakistani Context

Strategic human resource management scholars have devoted substantial research to determine the relationship between human resource management (HRM) and creativity. It has focused primarily on HRM architecture at the macro level: exploring the effect of the HRM system on performance related to capacity building, skills and competencies. In framing that HRM architecture, this macro focus informs organisations about how to promote creativity. However, literature on how a creativity-targeted HRM system, for instance, the ambidextrous HR system, influences employees’ perceptions and experiences to be more creative at the individual level is still limited. The multilevel perspective on how the HRM system can potentially promote the creativity of employees is still limited. The multilevel data from 100 HR heads and 400 faculty employees of public and private sector universities show that the top-down effect of the ambidextrous HR system on employee creativity is partially mediated by ambidextrous learning and organisation-based self-esteem. Based on the findings, the study offers practical and theoretical implications.

The Emotional Toll of the COVID-19 Crisis on Local Government Workers

Despite the emotional intensity that accompanies crises, rarely is emotional labor explicitly discussed as a required aspect of crisis response work. We explore the emotional toll of COVID-19 crisis on local government employees. We introduce a dynamic mixed-methods approach to the study of emotional labor during times of crisis and highlight the utility of diary research designs in public human resource management scholarship. By combining waves of survey data, semi-structured interviews, and daily diary prompts, we provide evidence of how changes in workload, exogenously imposed fears, and emotional spillover blur the work-home boundaries of local government officials during the pandemic. We also show how isolation from peers and the public can lead to conflict and search for social support from both external and internal sources. We highlight how the application of the job demands-resources (JD-R) theory gives insight to the burnout and disengagement faced by local government employees during the COVID-19 stay-at-home order.

New Frontiers in HR Practices and HR Processes: evidence from Asia

Research on the relationship between human resource management (HRM) and organizational outcomes has mainly been studied at the organizational level so far. However, HRM scholars acknowledge that employees are the foundation of organizations, and they play an important role in the effect of HRM on employee and organizational outcomes. While research on HR content focuses on the effects of HR practices, HR process research considers how employee perceptions and attributions of HR influence organizational outcomes. In the special issue of New Frontiers in HR Practices and HR Processes: Evidence from Asia, we focus on emerging research in the Asian region, especially China and Pakistan regarding the role of employees, also known as the micro‐foundations of HR research, in terms of both HR content and HR process. In this Introduction of the special issue, we review the current state‐of‐the‐art studies in both research streams and highlight further research questions. We outline how the papers in this special issue advance our knowledge for the Asian region and we also call for more Asian region HR practice and HR process studies in the future.

A temporal perspective on refugee employment – Advancing HRM theory and practice

AbstractAs the number of refugees worldwide continues to increase, Human Resource Management (HRM) scholars and practitioners have an opportunity to rethink their role in advancing workforce integration for this highly vulnerable group of jobseekers. In this introduction to a special issue on refugee workforce integration, we argue that in order to promote comprehensive and sustainable solutions, scholars and practitioners alike need to understand refugee employment as a long‐term undertaking. We propose a four‐phase temporal model of refugee workforce integration, highlighting the potential role of HRM at the various stages of the integration process. We identify practical recommendations for HRM professionals to consider and several areas for future research in support of evidence‐based solutions. While our paper focuses specifically on refugee employment, we argue that temporality should be considered by all HRM scholars working within the domain of global mobility.

Managing Street-Level Bureaucrats’ Performance by Promoting Professional Behavior Through HRM

This article connects human resource management (HRM) research to studies of street-level bureaucracies and public professionals. It investigates the intermediary role of professional behavior in the HRM–individual performance link in the context of public human service organizations. The article hypothesizes that human resources (HR) practices, aimed at enhancing street-level workers’ abilities, motivation, and opportunities, strengthen these workers’ professional behavior; that professional behavior and individual performance are positively related; and that professional behavior mediates the relationship between HR practices and individual performance. The analysis of findings from a survey study of street-level workers in local welfare agencies implementing welfare-to-work policies in the Netherlands shows support for the mediating role of professional behavior in the HRM–individual performance chain. Based on this evidence, the article concludes that the professional behavior of street-level workers in public human service organizations deserves scrutiny of both HRM scholars and HR practitioners who are interested in promoting the performance of public professionals.

Leveraging green HRM for firm performance: The joint effects of CEO environmental belief and external pollution severity and the mediating role of employee environmental commitment

AbstractThe topic of green human resource management (HRM) has drawn increasing attention of HRM scholars in the past decade. Recent research has called for more studies to identify the antecedents of green HRM used in organizations and explore the mediating mechanisms through which green HRM is related to performance outcomes. This study represents an effort to address these research needs by examining the joint effects of chief executive officer (CEO) environmental belief and external pollution severity on the use of green HRM and testing the mediating role of employee environmental commitment in the relationship between green HRM and firm performance. Drawing upon data collected from multiple sources (i.e., survey data from chief executive officer (CEOs), chief financial officers (CFOs), HR managers and employees, and archival data from government statistics), we found that CEO's environmental belief is significantly related to the use of green HRM, especially for companies operating in locations with severer pollution. Green HRM in turn has a positive relationship with the firm's environmental and financial performances via employee commitment to the environment. The findings highlight the often‐overlooked role of in the strategic HRM literature pertinent to environmental management and clarify the antecedents and influential mechanisms of green HRM at the firm level of analysis. We also discuss theoretical and practical implications in this study.