Human Resource Management System Research Articles

Application of cloud computing technology in enterprise resource management

The progress of intelligent manufacturing has made enterprise resource planning (ERP) an essential core technology in the field of intelligent manufacturing. In the process of technology development, enterprises have been looking for a more optimized ERP architecture, and cloud-based ERP is one of the practical and efficient solutions. However, for the application of cloud computing in ERP, the current summary analysis based on this field is not comprehensive enough. In this paper, a comprehensive examination of the real-world implementation of cloud computing in ERP is conducted. It delves into the practical utilization and transformation of service-oriented architecture (SOA) and Model View Controller (MVC) within the context of ERP, while also providing an overview of the merits and drawbacks of SOA technology. At the same time, it summarizes the concept of layering and the practical application of cloud computing in different layers for human resource management system of enterprises. In addition, this paper summarizes the practical applications and development prospects of cloud computing in enterprise resource management, such as resource sharing and virtualization. Finally, the paper summarizes the full text, and puts forward a summary and prospect of the combination and future development of cloud computing and enterprise resource management.

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

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

Impact of Digitization on Human Resources: Challenges and Opportunities

As businesses undergo rapid digital transformation, the integration of advanced technologies and digitization has become a prominent driver of organizational success. The adoption of digital tools and platforms has significantly influenced the field of human resources (HR). This study delves into the impact of digitization on HR practices, highlighting the challenges and opportunities faced by HR professionals in the digital age. The study investigates how digitization has streamlined HR processes, such as talent acquisition, performance management, learning and development and employee engagement. It explores the various technological solutions utilized by HR departments, including artificial intelligence, machine learning, data analytics, and cloud-based HR management systems. Additionally, the study analyzes the implications of digitization for the workforce, examining the evolving roles and skill sets demanded of HR professionals in managing digital tools and handling data-driven decision-making. Furthermore, the study investigates the challenges HR departments encounter in their journey towards digitization. These challenges encompass concerns about data privacy, security, and ethical use of employee data, as well as resistance to change from employees and traditional HR practitioners. Additionally, the present research explores potential biases embedded in algorithms and automated HR processes, raising critical questions about fairness and inclusivity in a digitalized HR environment. The study also sheds light on the opportunities digitization presents for HR departments to become strategic partners in shaping organizational growth and performance. By leveraging data-driven insights, HR professionals can enhance workforce productivity, identify skill gaps, and predict future talent needs. Moreover, digital HR tools enable personalized employee experiences, fostering greater job satisfaction and retention. This present study concludes with recommendations for HR leaders and organizations to effectively embrace digitization while navigating the challenges.

The Influence of Supervisors’ Perceived Green HRM on Job Satisfaction and Affective Commitment: The Mediating Role of Subordinates’ Perceived Green HRM and the Moderating Role of HRM System Strength

The Influence of Supervisors’ Perceived Green HRM on Job Satisfaction and Affective Commitment: The Mediating Role of Subordinates’ Perceived Green HRM and the Moderating Role of HRM System Strength

Talent Management Strategies and Service Delivery in County Governments in Kenya

A proactive human resource management (HRM) system in public sector organizations is critical for effective public service delivery. However, sub-national(county) governments (SNGs) in Kenya faced significant challenges in acquiring and retaining talented staff because of a labour supply and demand mismatch. Based on the challenge, the study evaluated the nature of the talent management strategies and their influence on service delivery in sub-national governments in Kenya. The study utilized the descriptive design and critically examined the HRM structures by sampling 140 respondents (47 county secretaries, 47 county directors of HRM and 46 municipality managers from municipalities based at the county headquarters of 46 counties) through interviews and questionnaires. The respondents were chosen based on their functional human resource management roles in the counties. The research instrument was validated through a panel review and piloted in three counties. The qualitative reports support the establishment and strengthening of county HR structure and systems, building staff capacity through training, and adopting talent management policies and practices to reduce staff turnover. This process would optimize staff competencies in sustaining service provisions at the county level. The correlation analysis indicated that service delivery positively correlated with talent management strategies (r = 0.6731, p< 0.05) at 0.05 significance levels, while the regression analysis revealed that talent management strategies explain about 45.30 % variance in service delivery with an effect size (β1 = 0.6210 (t = 10.6, p < 0.05). Based on the findings, the study concluded that talent management strategies are crucial to improving service delivery in Kenya's sub-national(county) governments. The study recommends proactive planning and adequately structuring the county's workforce based on knowledge, skills, abilities, and other characteristics. The study suggests that county governance structures should integrate and concretize the HRM initiatives geared towards talent management

Success of cloud computing adoption over an era in human resource management systems: a comprehensive meta-analytic literature review

Success of cloud computing adoption over an era in human resource management systems: a comprehensive meta-analytic literature review

A classification of human resource management bundles for the inclusion of vulnerable workers.

Despite the societal importance to improve understanding of the role of employers in the inclusion of workers with a distance to the labor market, scant knowledge is available on the effectiveness of human resource management (HRM) bundles for the inclusion of vulnerable workers. This paper studies which HRM bundles are applied by employers that hired people with a distance to the labor market, and to what extent these different bundles of HRM practices are related to employment of workers with specific vulnerabilities, such as people with disabilities or people with a migration background. A latent class analysis of 1,665 inclusive employers was used to identify HRM bundles based on seven HRM practices: financial support practices, specialized recruitment, promotion and career opportunities, training opportunities, part-time work, job crafting, and adaptations to the workplace. Six bundles were identified: a recruitment and development bundle (34.4% of employers), a development bundle (24.8%), maintenance-focused practices (16.5%), a recruitment bundle (9.4%), a sustainable employment bundle (8.9%), and passive HRM (6.0%). Post-hoc analyses showed the probability of hiring specific vulnerable groups for each bundle (e.g., sustainable employment bundles showed the highest overall probability to hire people with a physical disability). Nuancing what is suggested in strategic HRM literature, we conclude that both extensive HRM and focused HRM bundles can be successful for the employment of vulnerable workers. In conclusion, there is no one-size-fits-all approach to inclusive employment and employers, large or small, can tailor their HRM systems to include vulnerable workers.

The impact of employees' experience of high-performance work systems on innovative behavior in professional service firms.

This research examines the impact of employees' experience of high-performance work systems (HPWS) on their innovative behavior. The study draws upon social exchange theory to propose that employees' experience of HPWS influences their innovative behavior directly and through sequential mediation of social capital development and knowledge-sharing behavior. Additionally, the study uses the Elaboration Likelihood Model to highlight that individuals' need for cognition strengthens the relationship between employees' knowledge-sharing and innovative behaviors. The study employed a time-lagged quantitative research design with survey data from 262 job incumbents in professional service firms. The proposed model was tested using the PLS-SEM two-stage approach. The findings of the study confirm the proposed direct and indirect relationships. Moreover, the findings also confirm that the need for cognition strengthens the relationship between knowledge-sharing and individual innovation behaviors. The study posits that employees' experience of HRM systems can influence their innovative behavior as a reciprocal exchange toward the employer. Moreover, this study presents a comprehensive model that highlights the interplay of social and cognitive factors that can influence the relationship between HPWS and employees' innovation behavior. This study also fills a gap in the existing literature by highlighting the antecedents of innovative behavior in professional service firms.

An organizational behavior/human resource management perspective on the roles of people in a service organization context: frameworks and themes

PurposeThis article overviews some key contributions to service research from the organizational behavior/human resource management (OB/HRM) discipline with its strong focus on the role of employees. This focus complements the Marketing discipline’s heavy emphasis on customers, largely true of service research, overall.Design/methodology/approachTen OB/HRM frameworks/perspectives are applied to analyzing the roles of people (with a focus on employees and modest consideration of customers as “partial” employees who co-create value) in a service organization context. Also, commentary is offered on how the frameworks relate to six key themes in contemporary service research and/or practice. The article concludes with five reflections on the role and status of employees in service research—past, present and future.FindingsEmployee roles in evolving service contexts; participation role readiness of both employees and customers; role stress in participating customers; an employee “empowered state of mind”; an emphasis on internal service quality; “strong” HRM systems link individual HRM practices to firm performance; service-profit chain with links to well-being of employees and customers; a sociotechnical system theory lens on organizational frontlines (OF); service climate as an exemplar of interdisciplinary research; emotional labor in both employees and customers; the Human Experience (HX); specification of employee experience (EX).Originality/valueService remains very much about people who still guide organizational design, develop service strategy, place new service technologies and even still serve customers. Also, a people and organization-based competitive advantage is tough to copy, thus possessing sustainability, unlike with imitable technology.

Context is key: A 34‐country analysis investigating how similar HRM systems emerge from similar contexts

AbstractUsing an institutional lens, we investigate the isomorphic effects of both external and internal contexts on human resource management (HRM) systems. Our analysis uses data from 4768 organizations across 34 countries to focus on the similarities in HRM systems. By employing distance matrices, a commonly adopted method in geographic science, we find that both external and internal contexts affect (dis)similarities in HRM systems. Organizations in similar environments exhibit more similar HRM systems. Furthermore, we find that the devolvement of HRM activities from HRM to line management reduces the similarity of HRM systems across organizations. By contrast, a strong strategic position of HRM does not yield a comparable effect. Our study's main contributions include elucidating the multifaceted relationship between context and HRM, highlighting the HRM department's role in this relationship, clarifying the context–HRM connection via the concept of isomorphic pressures, and illustrating the use of distance matrices as tool with great explanatory power for the analysis of similarities among HRM phenomena.

THE THEORETICAL ANALYSIS OF APPROACHES TO FORMATION OF THE NATIONAL SYSTEM OF AGRICULTURAL ENTERPRISE PERSONNEL MANAGEMENT

This article attempts to consider a modern approach to a comprehensive assessment of the efficiency of the personnel management system at domestic enterprises. The article analyses the main target ways of development of personnel management, taking into account the military realities in Ukraine. An assessment of modern and perspective approaches to the formation of a personnel management system for Ukrainian enterprises has been carried out. Examples of perspective directions for choosing priorities to improve the effectiveness of the national system of personnel management are provided. An effective human resource management system enables managers to achieve the goals of the enterprise, to introduce innovative technologies, which will lead to an increase in financial results and competitiveness of the enterprise. The purpose of the scientific research is to study the issues related to the formation of an effective human resources management system. The information base of the study includes monographs, Internet resources, articles and textbooks by foreign and domestic authors. The article summarises the theoretical foundations of existence and characteristics of human resource management systems and analyses the concept of ‘effective human resource management system’. The issues of effective human resources management at enterprises are discussed and the trends in the development of world management are taken into account. The theoretical aspects of formation of efficient human resource management systems at enterprises are studied. The methodology for evaluating the effectiveness of human resource management systems based on the selection of efficiency criteria for the economic, social and organisational subsystems of a complex system is described.

Enterprise human resources automation system

The presented article updates the need to consider the automation of enterprises. It is formulated that sustainable development of enterprises is an important part of their strategic development. The features of HRM systems application in the practice of modern enterprises are considered. It is determined that HRM systems are a technology for automating personnel management processes in the enterprise. As a result of using the results of content analysis and meta-analysis, it was revealed that HRM systems make it possible to professionally build personnel policies. The advantages and disadvantages of HRM systems have also been studied, the features of some HRM systems in infographics are presented. The content analysis of the assessment of the peculiarities of the use of HRM services made it possible to determine that these systems and algorithms are able to automate most business processes, including personnel management at the enterprise. Meta-analysis made it possible to determine that as a part of the digitalization of usiness processes today, enterprises have the opportunity to robotize many procedures. These procedures are related to personnel management and document management, as well as to the integration of IT solutions with HRM systems. It was concluded that the products of HRM systems make it possible to work not only with quantitative but also with qualitative indicators in the work of personnel. In general, HRM systems are designed for enterprise personnel management, and in terms of personnel management their functionality in some aspects of human resources automation exceeds the capabilities of CRM systems.

The role of information technology (IT) performance in the relationship between high-performance work systems and competitive advantage

Human resources that are of high quality create a competitive advantage for companies, thus Human Resource Management (HRM) and High-Performance Work Systems (HPWS) that are good become key success factors that need to be considered by every company. This study aims to investigate the influence of Human Resource Management (HRM) and High-Performance Work Systems (HPWS) on Information Technology (IT) Performance and Competitive Advantage of a company. The method used in this study is a quantitative approach with a questionnaire as the data collection method. The research sample consisted of 191 supervisors, managers, and executives of manufacturing companies located in Medan, Indonesia. Data analysis was conducted using SmartPLS 4.0 software. The results showed that Human Resource Management significantly affects IT Performance but does not directly affect Competitive Advantage. Meanwhile, HPWS Capability does not affect IT Performance but significantly affects Competitive Advantage. IT Performance significantly affects Competitive Advantage. IT Performance also mediates the relationship between Human Resource Management and Competitive Advantage. However, it is not significant in mediating the relationship between HPWS Capability and Competitive Advantage. These findings underscore that Human Resource Management (HRM) and High-Performance Work Systems (HPWS) play pivotal roles in shaping Information Technology (IT) performance and competitive advantage within companies, thus impacting the overall success and sustainability of companies.

Digital design in the HRM system as a component of the sustainable development strategy

The article is devoted to digital design in the human resource management system and its role in the implementation of the organization's sustainable development strategy. Digitalization of the Russian economy in the field of human resource management is becoming increasingly popular, opening up broad prospects for the economic growth of enterprises and stimulating competition in the market. In turn, the focus on digital transformation of the HRM system is reflected in the strategic management of the enterprise. The purpose of the work is to analyze digital design in the HRM system as a component of the strategic management process in the light of the sustainable development of the organization. A systematic approach was chosen as the leading approach to the research, considering the process of digital transformation as a complex and, at the same time, holistic phenomenon included in the organization’s’s management system. During the research, an analysis of the dynamics of digital transformation implemented in the form of projects in the field of HRM was carried out, trends in the digitalization of personnel management processes were identified, segments of digital design in the HRM system were identified, the main suppliers of digital design solutions were indicated, drivers and problems of digitalization of HRM systems were noted, and the role of digitalization of the HRM system in the sustainable development strategy.

УПРАВЛІННЯ ЛЮДСЬКИМИ РЕСУРСАМИ ЯК ВАЖЛИВИЙ НАПРЯМОК СУЧАСНОЇ ТЕОРІЇ МЕНЕДЖМЕНТУ

The article is aimed at developing theoretical provisions, methodological approaches, and practical recommendations for the formation and development of the human capital management system. The relevance of the study is due to the theoretical and practical significance of the issues under study related to improving the socio-economic efficiency of human capital management at the regional level in a strategic perspective. The article considers the main components of the management mechanism of enterprise human resources that ensure the efficiency of production and sales processes. The authors emphasize that human resources management of a modern high-tech enterprise is a targeted influence on employees in socio-economic systems in order to successfully solve operational and strategic tasks of the enterprise. The most important goal of the human resources management system of modern enterprises is to maximize the use of the personal potential of the abilities of employees as a subject and the most important resource of business structures. The authors present the system of human resources management of a modern enterprise and emphasize that changes in business structures in the process of strategic development, their share, and growth rate in the market are largely determined by the chosen model of human resources management. The article considers the software of human resources management in the modern economy; a number of problems and reasons for the inefficiency of the human resource management system are outlined. The authors emphasize that in the development and implementation of long-term plans, special attention should be paid to the strategic perspective of human resources management, considering human resources as a potential asset of the enterprise. The study showed that the problems of the inefficiency of the human capital management system are caused, among other things, by the solution of short-term tasks without reference to strategic development, insufficient support from the middle level in the management system; underdeveloped or lagging infrastructure development; lack of material, human, informational, financial and other resources for the implementation of strategic tasks and operational plans.

РОЛЬ ПРОГРАМНОГО ЗАБЕЗПЕЧЕННЯ З УПРАВЛІННЯ ПЕРСОНАЛОМ У РОЗВИТКУ HIGH PERFORMANCE WORK SYSTEMS

The article is devoted to the study of the role of new information technologies in the development of High performance work systems (HPWS), in particular, at Ukrainian enterprises. The objective grounds for the emergence of the concept are considered on the basis of the analysis of literature sources, and the benefits that an enterprise receives are identified. The article highlights the variability of the content of the concept of "high performance work systems" depending on the criteria of staff involvement or commitment. The views of scientists on the structural elements of HPWS are considered. The factors that impede the development of the concept in the business environment are investigated: imperfect distribution of powers and responsibilities, low level of leadership qualities of the manager, unsuccessful mechanism of remuneration of employees. The research focuses on the priorities for staff development in the short term. The global challenges that contributed to the development of the HPWS model in the context of achieving competitive advantages by enterprises are characterized: the tendency of human resource shortage, low labor productivity growth, changes in business strategy, and the rapid pace of digitalization of various sectors of the economy. The expediency of using automated HR management systems as a soft power of HPWS implementation is considered. Some indicators characterizing the potential of innovative development of Ukraine in the context of informatization are analyzed. The expansion of functionality in automated HRM systems from accounting functions to functions of productivity assessment and development of professional competencies of personnel, improvement of the motivation system is traced. The functional capabilities of the most popular HRM systems in Ukraine, both domestic and foreign, are analyzed in the context of the HPWS concept. It is proved that the most common modern HRM systems contain the main elements of HPWS. The disadvantages of HPWS, the overcoming of which is not related to the use of human resource management software, are revealed. Conclusions about the important role of information technology in the development of HPWS, in particular for domestic enterprises, are made.

Pathology of the Human Resources System in Long-term National Programs: A Comparative Study between the First and Second Plans Based on Operational Factors

Objective: This research was conducted with the objective of pathologizing the human resource system of the country's long-term programs in a comparative study between the first and second plans based on operational factors. Methodology: This study was qualitative in approach and applied in objective. The statistical population included all effective managers in discussions related to the human resource management system in long-term national programs, members of parliament, heads of organizations, managers, and deputies of government agencies involved with the human resource management system. Interviews were used as the data collection tool. The obtained damages were analyzed using the one-variable T-test, and then the identified damages were analyzed and prioritized using the AHP method. Findings: The findings showed that the sub-criterion of the absence of a career advancement path in government organizations with an eigenvector of 0.692 was in the first priority; the sub-criterion of types of employment without examination in executive devices with an eigenvector of 0.64 was in the second priority; the sub-criterion of degree-orientation with an eigenvector of 0.63 was in the third priority; and the sub-criterion of inadequate direct financial compensation for employees with an eigenvector of 0.6 was in the fourth priority. Also, the inconsistency rate of the comparisons made was 0.042, which, being less than 0.1, indicates that the comparisons made can be trusted. Conclusion: It can be concluded that the lack of clarity in the career path is the most serious damage to the country's human resource system, which planners can mitigate by paying more attention to this challenge.

Unleashing Organisational Potential: Exploring the Transformative Power of Cutting-Edge HR Analytics - A Systematic Review

Due to globalization, organizations have integrated human resource (HR) analytics into their operations. The study employs Paul’s Theory-Context-Construct-Methodology (TCCM) theory, context, construct, and methods framework and integrates data from Scopus and Web of Science databases, with 64 relevant publications after filtering articles. Findings comprise theories, contexts, industries, participants, constructs, research techniques, and annual publication trends. The identified theories include the resource-based view (RBV), technology environment organization (TOE) paradigm, diffusion of innovation, social exchange theory, and more. India leads in contextual studies, but manufacturing and service industries dominate. HR Professionals are the major population, and performance expectancy is a commonly studied construct. The majority of studies use the questionnaire method to conduct studies on HR Analytics. The study investigates the cultural disparities, longitudinal surveys, the influence of artificial intelligence (AI) on human resource functions, and challenges encountered by machine learning technology. The study emphasizes human resource management system (HRMS) models, comparative analytics, leadership tactics, and the impact of HR Analytics during crises. Leading journals include "The Journal of Organizational Effectiveness" and “The International Journal of Organizational Analysis," The study addresses gaps in the literature groups into four frameworks and provides a critical analysis of identified research gaps thereby offering insights for HR practitioners, experts, and stakeholders in HR Analytics.

Digital Human Resource Management in Maritime Enterprises

This study investigates the adoption of Digital Human Resource Management (DHRM) systems in the maritime industry of the Riau Islands (Kepri), Indonesia. Through qualitative research involving interviews, observations, and literature reviews with HR leaders from marine tourism, fisheries, and port logistics, the study identifies eight key areas of DHRM adoption: Digital Recruitment, Digital Performance Management, Digital Training and Development, Digital Communication, Employee Data Management, Digital Employee Engagement, Digital Diversity and Inclusion, and Adoption of New Technology. The findings reveal significant opportunities for enhancing efficiency, improving objective performance tracking, and streamlining recruitment processes. However, challenges persist, including limited human resources, reliance on centralized decision-making, inadequate technological infrastructure, and a predominant focus on seagoing workforce development. These barriers impede the full implementation of DHRM. Despite these challenges, the research underscores DHRM’s potential to foster digital innovation and gain a competitive edge within the maritime sector. In conclusion, addressing these challenges through targeted strategies will be essential for maximizing the benefits of DHRM and advancing the digital transformation of human resource practices in the industry

Investigating electronic human resource management systems, sustainable innovation, and organizational agility on sustainable competitive advantage in the manufacturing industries

Investigating electronic human resource management systems, sustainable innovation, and organizational agility on sustainable competitive advantage in the manufacturing industries