Human Resource Management System Research Articles

Construction and Analysis of Automated Human Resource Management System

The issues of constructing and developing an automated system that is adaptive to external internal factors of personnel management are important for improvement of personal management of modern enterprises. Due to these issues there is a need in the automation the process of approving both strategic and operational plans at the enterprise. To reach this goal the adaptive personnel management system under consideration is built on the basis of an automated dynamic model, taking into account decision support in the personnel management process for each employee, which makes it possible to reduce the significance of the discrepancy between strategic and operational tasks. The results of a study of local sustainability for the constructed automated personnel management system make it possible to draw a conclusion about possibilities to increase the efficiency of using human resources in the enterprise with the use of the system. The proposed automated personnel management system is presented in the form of cross-links, which helps prevent duplication of employee tasks.

"A Study On Business In Digital Era"

Management operates at different levels and so it is possible to apply management information systems at these varied levels. Basic examples of management information systems are human resources management systems, financial management information systems and marketing management information systems. Enterprise IT Systems Enterprise IT systems are technologies designed to integrate and manage entire business processes for large organisations. Typically, enterprise application software is hosted on large servers over a computer network. Transmission of information can either be internal or external. Examples of enterprise information systems may be accounting software, health care specific software or electronic data Interchange (EDI). Another example of software within this category is CRM (Customer relationship management software). Information technology plays various roles in business, and provides a huge range of capabilities that enhance management performance. It is therefore important to understand the four major categories of IT systems and their functions in a business environment.

Mediating Role of Human Resource Management System on the Relationship between Transformational Leadership and Competitive Advantage of Manufacturing Firms in Kenya

Competitive advantage plays a significant role in developing and accomplishing organizational goals. However, some of the organizations are struggling to attain a competitive cutting edge against competitors. Previous studies have been done on the effect of transformational leadership on competitive advantage with mixed findings, therefore, requiring the inclusion of moderating or mediating variables. The purpose of this study is to establish the mediating role of Human Resource Management System (HRMS) on the relationship between Transformational leadership (TL) and Competitive Advantage (CA). The specific objectives were to assess the effect of Transformational Leadership and Human Resource Management System on Competitive Advantage, to establish the effect of Transformational Leadership on Human Resource Management System, to establish the mediating effect of Human Resource Management System on the relationship between Transformational Leadership and Competitive Advantage. The study was guided by the Resource Based View, Porter’s Generic Strategy of Competitive Advantage, Five Forces of Competitive Position and Capability Based View Theories. A positivism paradigm and explanatory research design were used. A sample size of 400 out of 795 manufacturing firms registered by Kenya Association of Manufacturers (KAM) and operating in Nairobi County, Kenya was obtained using Yamane’s formula. Data was collected using a close-ended questionnaire and analyzed using descriptive statistics including mean, standard deviations and inferential that is correlation and Hierarchical Regression analysis. Further, Hayes Model 6 was used to test the mediations and mediation hypotheses: The results showed that TL (β=.419 and LLCI = .323, ULCI = .516), HRMs (β=.23 and LLC I = .138, ULCI = .330) significantly influenced CA. Additionally, TL (β=.635 and LLCI = .554, ULCI = .716) has a significant effect on HRMs. The results further showed that HRMs mediated the relationship between TL and CA (β=.148, Boot LLCL =. 073 and Boot ULCI= .218). In conclusion, the study established that Human Resource Management mediated the relationship between Transformational Leadership and Competitive Advantage. The findings clarify the alignment of HRMS with CA for manufacturing firms in Kenya. Therefore, managers should develop a strong HRMS, which can affect the abilities of the firms to attain Competitive Advantage. The study recommends that; CEOs need to develop desirable implement policies that enhance a Job- based HRMs, a culture of continuous training of employees’, professionalism practices and produce distinct and high quality products and services to meet customer needs and preferences. Further, that firm’s leadership should enhance critical thinking to adapt to technological changes in the unstable environment.

Human Resource Management at Mie Gacoan Jatiasih

This research entitled “Human Resource Management at Mie Gacoan Jatiasih” wants to know how the human resource management system in Mie Gacoan Jatiasih. The purpose of the research is to find out the human resource management system at Mie Gacoan Jatiasih. The research was conducted on Jl. Wibawa Mukti, RT03/RW08, Jatiasih, Bekasi, West Java, Indonesia. The research method used is qualitative, with a qualitative descriptive approach and SWOC analysis. Data collection through field observations, interviews with resource persons, and previous research for reference in this study. The result of the research is that the management of Human Resource Management at Mie Gacoan Jatiasih has not been optimal in its development. The company needs to conduct further supervision related to employee performance must be in accordance with Standard Operating Procedures, because according to the results of observations that the human resources of Mie Gacoan Jatiasih still have not reached the standards provided by the company, especially in terms of customer service which will affect customer satisfaction.

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.

Тенденции развития и применения инструментария комплексных информационных систем управления человеческим капиталом в условиях импортозамещения

Under modern conditions, successful business functioning and development are determined not only by effective management of internal business processes and creating harmonious relationships with competitive external environment, but also by re-interpreting the value of the key corporate asset, that is, human capital. For quite a long time, the HR management contour in the system of interaction between employer and employee has been considered only from the point of view of accounting and settlement operations. They were the ones that were automated in traditional HR accounting and payroll information systems. However, at the present stage, the number and content direction of HR processes have significantly expanded and talent management, training, development and motivation of personnel have become a priority. In this regard, automated accounting of only quantitative indicators is insufficient for effective human capital management. HR automation systems are gradually replaced by comprehensive HR-tex solutions that automate all HR processes and refer to all sections of the HR cycle. The purpose of the study is to consider the evolution of HRM systems and their compliance with modern HR processes, and to analyze the state of domestic software market for their automation. The analysis showed that Russian market is currently experiencing an urgent need for integrated automation tools that provide functional coverage of all human capital management processes. It is fragmented and characterized by a fairly high level of maturity of accounting and settlement contour software products along with the patchwork nature of IT solutions that automate the quality indicators of HR processes. In this regard, the conducted research on the development of HRM systems, taking into account technological trends and business needs for integrated solutions, allowed systematizing information in the form of a model of a complex, integrated system, and formulating requirements for it. It was established that integrated HRM system has a modular character and it is advisable to form a set of customized functions to manage the development of human capital potential based on the needs of a particular business. The highlighted areas of HRM systems development can be used in elaborating of import-independent software products of this class, as well as by enterprises when choosing tools for automating HR processes.

Enhancing HR Technology Through Traceability and Auditing: Navigating Challenges and Legal Complexities for Operational Efficiency

This comprehensive study emphasizes the crucial need for holistic Human Resources (HR) management systems. These systems should ensure transparency, traceability, and alignment with strict regulatory standards, promoting organizational growth. The study highlights the essential role of time and attendance systems in managing hourly employees, ensuring compliance with wage laws and efficient payroll processes. By examining recent legal issues, including class-action lawsuits and key Supreme Court decisions, it illuminates the complex legal framework surrounding HR technology. The study promotes a solution-focused approach, advocating for improvements in data integrity, user interface design, and system interoperability. Additionally, it underlines the importance of including robust reporting and analytics features in time and attendance systems. These suggested strategic changes aim to reduce compliance liabilities, increase productivity, improve data retention practices, and promote a streamlined, legally compliant HR operational framework. This research plays a pivotal role in contributing to the ongoing discourse about enhancing technological infrastructures within Human Resources (HR). It provides insightful perspectives and robust data, serving as a valuable resource for HR professionals, leaders, and decision-makers. The ultimate objective of this study is to attain unparalleled operational excellence and rigorous legal compliance. This not only elevates the standard of HR management systems to new heights but also paves the way for future advancements in this critical field. By fostering a culture of continuous improvement and innovation, this research can inspire the development of more efficient, effective, and legally compliant HR management systems.

HUMAN RESOURCE MANAGEMENT SYSTEM(HRMS)

In today's fast-paced business environment, the effective management of human resources stands as a cornerstone for organizational excellence and competitiveness. This project is dedicated to introducing a state-of-the-art Human Resource Management System (HRMS) designed to modernize conventional HR practices and streamline operations through technological innovation. The primary goal of this endeavor is to amalgamate and revamp diverse HR functions, encompassing employee records management, payroll processing, leave administration, and recruitment. Through the utilization of automation and digitalization, the project endeavors to alleviate administrative burdens, mitigate errors, and elevate overall HR efficacy. Key Words: MySQL ,Thymeleaf, Spring Boot, CI/CD , Data Security

Analyzing the influence of hygienic and motivating factors on employee performance: Insights of HRM practices from university and industry settings

Many contemporary HRM systems have been developed based on motivation theories. Herzberg's theory of motivation serves as a methodology for examining and constructing motivation systems within organizations. This study aims to uncover the relationship between respondents' descriptive characteristics and hygienic/motivating factors and their impact on employee performance in the university and the industry. Employing a questionnaire method and utilizing Likert's 5-point scale for assessment, the authors collected, coded, and analyzed data using the SPSS Statistics Program. The study establishes the influence of hygienic and motivating factors on employee performance. When the hygienic factor increases by one unit, university employees' performance decreases by 0.239 units. In industry, it decreases by 0.085. Both research subjects showcase a direct relationship between performance and motivating factors, demonstrating a positive correlation. When the motivating factors see an increase of one unit, university employees' performance likewise increases by 0.643 units. In the Industry context, this rise in motivation corresponds to a 0.245 unit increase. Within the two-factor theory framework, both factors are deemed significant for employees, yet providing motivating factors is considered more crucial. Enhanced motivation through equitable and adequate stimuli practices corresponds to increased employee performance.

HRConnect

Human Resource Management System (HRMS) seems to matter for Human Resource Management (HRM) in the current digital economy. Many firms transform their HRM functions from the manual work processes to the computerized work processes. Information technology is expected to drive Human Resource (HR)'s transition from a focus on Human Resource Management (HRM) to Strategic Human Resource Management (SHRM). This strategic role not only adds a valuable dimension to the HR function, but also changes the competencies that define HR professional and practitioner success. Interestingly, an HRMS is utilized for administrative purposes rather than analytical purposes. The main objective is to know the payroll software's used in the organization and the roll of HR in payroll. The secondary objectives of this study are, To understand the HR roll in Payroll, To review the effectiveness of the Payroll process of HRConnect, To find about the software's used in Payroll process and satisfactory level of employees using this software's To analysis whether these software's are user friendly, To suggest the Latest Software's in achieving organizational objective.

Integrated Role of Human Resource Management in Mitigating the Post-Covid-19 Challenges in Retail

The decline in retail sales during the COVID-19 pandemic was driven by quarantine measures, household financial problems, social distancing norms and changes in consumer shopping behaviour. Shopping habits have been significantly transformed: customers refrained from visiting crowded and large stores where it was difficult to maintain social distancing, often preferred to shop online, made bulk purchases in one visit, reducing the need for frequent trips to the store, delegated a family member to do the shopping, avoided group visits to stores to minimize the impact of the virus on the family, etc. Therefore, the post-pandemic recovery of the retail sector is becoming an important task for many countries. The article systematizes the main problems of the retail sector after the COVID-19 pandemic in general and human resources issues in particular. It structures the scientific work of scholars from different countries on human resources management in retail in the post-pandemic period. During the pandemic crisis, the retail sector experienced a surge in job losses, wage cuts, and high staff turnover, and the pandemic created a problem of employees’ isolation from the team, as well as staff adaptability, as employees were forced to multitask and perform additional, non-standard functions. The rapid changes in quarantine restrictions during the pandemic left retailers’ management with limited time to consider and execute critical business decisions, including recruitment, which often resulted in either a shortage or overstaffing. As the economy has gradually recovered from the pandemic, this loss of human capital has proved irreversible, with many experienced employees having already adapted to other jobs or changed careers. The article explores the mechanisms for overcoming post-pandemic staff losses in retail through effective planning of human resource management policies, in particular, the bottom-up approach, trend analysis and the Delphi method, implementation of creative recruitment strategies in retail in the face of staff shortages, in particular, through digital technologies, with a focus on soft skills and adaptability of candidates, etc. The article also discusses the mechanisms for overcoming post-pandemic challenges in retail using effective methods for assessing the effectiveness of human resources (in particular, straight-ranking appraisals, grading, management by objectives and 360-degree appraisals), techniques to evaluate employee engagement, the integrated role of HR management and HR administration in this regard is substantiated. A separate part of the study is devoted to post-pandemic lessons for the human resource management system in ensuring safe working conditions and employee health and safety when retail workers still experience fear of large crowds and psychological distress about the transmission of viruses in the workplace through direct interaction with customers and objects. The next block of the study focuses on the changes in career planning requirements in the post-COVID-19 era, building appropriate strategies and scenarios.

Evaluation of Human Resource Potential of Organizations of Sanitary and Epidemiological Service of the Republic of Kazakhstan

Main problem: At the present stage of life, workforce plays a special and very important role in the activities and development of any organization. Human resources need to be managed. Management itself is a process of streamlining, regulating a particular activity. Managing an organization means defining the main directions of its development, setting goals for it and contributing to their achievement. Human resources are the face of a company, a component derivative, without which its existence is impossible. Any promising and self-respecting company assigns the formation of its staff to one of the leading directions of its own policy. Currently, in the context of social and economic transformations, the management of the activities of healthcare organizations is changing significantly, and therefore it is necessary to improve personnel management approaches that contribute to improving the quality of services provided and labor productivity. Taking into account the peculiarities of personnel management of a medical institution at the present time, the issue of reforming the personnel policy of healthcare, improving the image of institutions, forming a corporate culture, developing and implementing criteria for the motivational process is acute. Solving these tasks will help managers in the personnel management process. Purpose of this article is to assess the state of human resources of organizations of the sanitary and epidemiological service in the Republic of Kazakhstan and identify the main problems in the personnel management system of the organization using the example of the activities of the State Institution “Committee for Sanitary and Epidemiological Control of the Ministry of Health of the Republic of Kazakhstan”. Methods: The work used general scientific methods of comparative systemic, vertical and horizontal analysis, structural and functional the method, analytical techniques, economic and statistical research methods. Results and their significance: the authors have defined the human resource management system of a healthcare institution, analyzed the current personnel management system using the example of the State Institution “Committee for Sanitary and Epidemiological Control of the Ministry of Health of the Republic of Kazakhstan”. The assessment of the state and movement of labor resources of the Sanitary and Epidemiological Control Committee was carried out. Based on the conducted research, the authors identified the main problems of human resource management of a healthcare institution and developed proposals that can be used as recommendations for further reform and development of the personnel management system in the healthcare sector.

Assessment of the Level of Digitalization of the Organization’s Human Resource Management

The actual problem of assessing the level of digitalization of the human resource management system in modern organizations is considered. The author proposes a method for a comprehensive quantitative assessment of the degree of implementation of digital technologies in personnel processes based on a number of indicators and an index approach. This technique is illustrated by the example of the analysis of HR digitalization of a Belarusian IT company. The proposed system of indicators makes it possible to assess the current state of HR digital transformation and develop recommendations for its further development. The research uses general scientific and economic methods of analysis, interpretive structural modeling, modeling using Markov processes, as well as statistical methods of grouping and classifications. The methodology has practical value.

The impact of artificial intelligence on human resource management systems - Applications and risks

Organizations traditional human resource management model has been impacted by the ongoing optimization and advancement of artificial intelligence skills and technology, and the broadening of its application scope. The impact of artificial intelligence (AI) systems on employee recruitment, human resources allocations, and talent management is significant. This paper examines the interplay among AI, data applications, human resource management (HRM) systems and the resultant effects. It will examine the significance of effectively managing the deployment of AI systems, as existing literature defines. This study examines the effects of artificial intelligence AI technology on the effectiveness of company administration compared to traditional human resource management systems (HRMS). Several recommendations are offered to enhance the reformation and optimization of the organizations human resources (HR) division. The research findings indicate that incorporating the new system in conjunction with human involvement can significantly enhance the efficiency of employee recruitment, allocation of human resources, and management of talent within the firm. There was an improvement observed in both employee happiness and productivity elements.

Employment relationships and firm sustainability: does the strength of the HRM system play a role?

The aim of the present study, based on the framework of social exchange theory and sustainability, is twofold: first, to show how distinct employment relationships (ERs) can have different effects on sustainability outcomes; and second, to demonstrate how such an impact is mediated by the strength of the HRM system. The proposed model was tested using the multivariate method of partial least squares structural equation modelling (PLS-SEM) on a sample of 206 companies in the chemical and metallurgical industries. Data were collected via a questionnaire composed of measurement scales previously validated in the reference literature. Each company’s production and HR managers were asked to complete the questionnaire. Our results showed that mutual investment ERs can indeed produce better sustainability results, and organisations with quasi-spot contract (QSC) relationships are unable to achieve sustainable organisational outcomes. The results also confirmed that a strong HRM system reinforces the positive effects of mutual investment ERs. Moreover, a strong HRM mitigates the negative effects of QSCs. In essence, our paper shows that the strength of an HRM system is a major driver of sustainability. Therefore, when implementing working relationships, managers should foster shared perceptions of the firm’s values among its employees, thus clearly defining which behaviours are expected and rewarded.

Building cooperative and high-performance organizations with high-performance work systems: the role of firm age and industry dynamism

Although numerous empirical studies have linked human resource (HR) management systems, including systematic HR practices, such as high-performance work systems (HPWS), to superior organizational performance, our understanding of how these benefits vary among firms operating under different levels of environmental uncertainty is limited. By integrating insights from organizational theory, strategy, and strategic human resource management (SHRM), I theorize that an organization’s internal and external environments—specifically firm age and industry dynamism—modulate the benefits derived from HPWS. Utilizing longitudinal data encompassing 1,585 firm-year observations across five waves from 2009 to 2017, I demonstrate that the positive impact of HPWS on organizational performance is most pronounced for younger firms in highly dynamic industries. Conversely, for older firms, this positive effect weakens as industry dynamism increases. Additionally, I discovered that cooperative norms serve as a crucial mediating mechanism. My findings mark a significant advance in our understanding of when and how firms, amidst varying degrees of environmental uncertainty, reap differential benefits from HPWS—especially through the mediation of cooperative norms.

ANALISIS SWOT TERHADAP PENERAPAN SUMBER DAYA MANUSIA DAN DAMPAKNYA TERHADAP PENINGKATAN KINERJA KARYAWAN DI UD. JAYA MULYA MOTOR

Human resources have an impact on an organization's efforts to achieve its goals. To achieve the desired goals, the company needs good management of its system. Therefore, a strategy is needed for this management, and one way to determine this strategy is to use SWOT analysis, which is an indication of various factors that are systematically formulated to develop a company's strategy. One company that has implemented human resource management is UD. JAYA MULYA MOTOR in Surabaya. This company, led by Mr. Usman Maulana, provides products in the scrap metal trading industry and provides car spare parts. Violations committed by several employees have become a constraint. The low level of awareness of a employee's responsibility has made the company have to dismiss and replace employees who have met the criteria for dismissal. This study is titled "The Effectiveness of Human Resource Management in Efforts to Improve Employee Performance at UD. JAYA MULYA MOTOR." The aim is to find out how the human resource management system applied by UD. JAYA MULYA MOTOR and to explain the strategy using SWOT analysis

How to measure employees’ interests so as to be a more socially-responsible employer: A proposal of a new scale and its validation

Research background: Many authors emphasize that successful human resource management (HRM) practices align with employees’ needs associated with the construct of employees’ interests. In particular, the importance of considering employees’ interests is emphasized in the process of shaping the architecture of Socially Responsible Human Resource Management (SR-HRM) systems. Purpose of the article: The aim of the article is to contribute to understanding employees’ interests by designing and validating a measure to recognize these interests. Methods: Through the use of literature sources and expert opinions, the authors developed a list of employee interests. Empirical data collected via the survey method in Poland was used to statistically verify the measurement scale. In particular, exploratory factor analysis and exploratory structural equation modelling were applied. Findings & value added: This article shows that it is important to create a comprehensive list of interests, as well as validate the research tool used. The newly developed scale has 22 items and five dimensions: support and development at the level of the enterprise, employee participation, support and development at the departmental level, employment security, working conditions and remuneration. It may be used in a variety of companies, as well as in complex research models, and developed further taking into consideration the context of other countries.

헌신형 HRM 시스템이 구성원의 혁신행동에 미치는 영향

This study aims to elucidate the mediating role of acceptance of organizational change in the process through which the high commitment HRM System influences organizational members' innovative behavior. Additionally, the study seeks to empirically demonstrate the moderating effect of HRM system strength on the relationship between acceptance of organizational change and innovation behavior. Existing studies have predominantly treated employees' perceptions as mediating variables in the impact of high commitment HRM systems on firm performance. However, the role of HRM systems in managing organizational change for employees, focusing on emotional and cognitive processes such as trust and commitment in the organization, has been overlooked. Therefore, based on social exchange theory, goal-setting theory, self-efficacy theory, and role theory, this study proposes and validates a research model. The survey was conducted targeting HR professionals and employees in domestic companies with 50 or more employees. The analysis utilized responses from 40 HR professionals and 274 employees. The research findings confirm the mediating role of acceptance of organizational change in the connection between high commitment HRM systems and employees' innovative behavior. Moreover, it is verified that HRM system strength moderates the relationship between acceptance of organizational change and innovation behavior. The high commitment HRM system exhibited a moderated mediating effect of HRM system strength in the process through which it mediates acceptance of organizational change to influence innovation behavior.

Artificial Intelligence In Human Resource Management of Organizations

Relevance. Digitalization covers all spheres of our life, the pace of development of information technologies is accelerating – their importance in modern society is increasing. There is an active introduction of modern technologies into various business processes, including personnel management, which can change the human resource management system we are used to. The field of artificial intelligence development is not left behind, impressing the whole world with the pace of development in many areas, including work with personnel: recruitment, hiring and training. The purpose of the article is to study the introduction of digital technologies in personnel management. Objectives: to study the directions of artificial intelligence development in economics and management; to consider the history of the origin of the idea of such an application of artificial intelligence tools; to assess the interest in artificial intelligence in the field of human resource management; to consider the opinions of leading experts on the successes and prospects of the introduction of artificial intelligence in human resource management. Methodology. In the course of scientific research, empirical, theoretical, statistical methods and methods of graphical representation were used. Results. The theoretical aspects of the application of artificial intelligence technologies were studied; the popularity of this topic in science and business was shown. The experience of using artificial intelligence in human resource management of large global and Russian companies is summarized and the prospects for the development of this direction are shown. Examples of the positive effect of the introduction of artificial intelligence in the field of human resource management are shown. Conclusions. The article emphasizes the relevance and importance of the topic under consideration, taking into account the latest trends, perspectives and views of leading analysts. The possibilities that artificial intelligence technologies open up in the field of human resources are considered.