Human Resource Management System Research Articles

Human Resource Planning Strategy to Improve the Quality of Online Library Management Information Systems (E-Libraries) of Higher Education in the Industrial Era 5.0

Library management information systems in universities are essential for managing e-libraries in universities. The world of education will face one of the challenges after 2030: the use of information technology or robotics in various sectors of human life, one of which is university libraries. This research was conducted using a literature approach by collecting data from various relevant theoretical sources about human resource management and higher education management information systems in the context of university library human resource planning strategies. This article delves into the practical application of library human resource planning strategies in universities. It discusses the formulation of university library human resource planning and the development of human resources in the era of Society 5.0. Furthermore, it explores the challenges and opportunities in implementing these strategies, such as change management, adaptive higher education management information system policies, and the development of librarians' professionalism in the era of society 5.0. This study uses a literature approach by collecting data from relevant theoretical sources about library human resource management and higher education management information systems in the educational context of university library human resource planning strategies. Data is analyzed through systematic literature synthesis to identify university library human resource planning strategies that can improve the quality of management e-library in the era of Society 5.0. In this era, adaptive and technology-oriented human resource management strategies are the key to improving the quality of university e-library management.

INTEGRATION OF DIGITAL TECHNOLOGIES INTO THE PERSONNEL DEVELOPMENT MANAGEMENT MECHANISM IN HEALTHCARE INSTITUTIONS

This article explores the integration of digital technologies into the personnel management mechanisms of healthcare institutions in Ukraine. In an era marked by rapid digital transformation, the healthcare sector is increasingly recognizing the importance of utilizing modern technological tools to enhance operational efficiency, improve patient care, and streamline administrative processes. The study begins by examining the current state of personnel management in Ukrainian healthcare institutions, identifying key challenges such as workforce shortages, inefficient communication channels, and inadequate training programs. The research further delves into the various digital solutions available, including human resource management systems (HRMS), telemedicine platforms, and data analytics tools. These technologies are evaluated for their potential to optimize recruitment processes, enhance employee performance tracking, and facilitate continuous professional development. The article also highlights case studies from healthcare institutions that have successfully implemented digital technologies, showcasing tangible improvements in staff engagement, patient outcomes, and overall institutional effectiveness. Additionally, the paper discusses the critical role of digital literacy among healthcare professionals, emphasizing the need for targeted training initiatives to ensure that staff can effectively utilize new technologies. It concludes by proposing a strategic framework for integrating digital tools into personnel management practices, advocating for a holistic approach that encompasses technological adoption, staff training, and organizational culture change. Ultimately, the article aims to provide valuable insights and practical recommendations for healthcare leaders seeking to navigate the complexities of digital integration in personnel management. It has been determined that further research can significantly contribute to the development of effective personnel management strategies in healthcare institutions, which will not only enhance the quality of medical services but also promote the sustainable development of the healthcare system in Ukraine.

Associations between employees' alcohol consumption, insomnia and HR management strength.

Understanding of hazardous alcohol drinking and insomnia among Australian ambulance personnel is limited. Australian ambulance organizations have strengthened their organizational human resource management (HRM) to promote their employees' healthy lifestyles, health and well-being. To describe the prevalence of hazardous alcohol consumption and insomnia among Australian ambulance personnel and to explore their associations with the organizational HRM strength. This cross-sectional study was conducted on 492 ambulance personnel randomly selected from three Australian states. The Alcohol Use Disorders tool, The Insomnia Severity Index and the Perceived HRM System Strength instrument measured alcohol consumption, insomnia and HRM strength. Descriptive analyses, bivariate association analyses and general linear models were used for data analysis. Twenty per cent of Australian ambulance personnel consumed alcohol at a hazardous level and 68% experienced clinically significant insomnia. There was no significant association between organizational HRM strength and ambulance personnel's hazardous alcohol consumption. There was a significant association between organizational HRM strength (consensus) and ambulance personnel's insomnia experience. Hazardous alcohol consumption and insomnia were concerns among Australian ambulance personnel. Even though strengthening the HRM system might reduce their experience of insomnia, simply strengthening the HRM system could not reduce their hazardous alcohol consumption.

The Application of the Myers-Briggs Type Indicator to Human Resource Management System in China

Abstract: The Myers-Briggs Type Indicator has long been an important personality assessment instrument in human resource management. It helps managers to recruit employees, assign tasks, build employee relations and measure performance. With the economic reform and opening-up policy that accelerated worldwide coordination, it was introduced in China. The study, taking a literature review approach and comparative approach, aims to explore how the Myers-Briggs Type Indicator is used in Chinas human resource management system. And through the analysis of the development and status of Chinas human resource management, and the comparison with Self-directed Search and Big Five Personality Theory, to see if there is room for improvement in its use in the future. The result shows that most of the research and use of the Myers-Briggs Type Indicator in China is about recruiting. It can be developed in team building and performance evaluation in the future, like The Big Five Personality Theory. And also in assigning tasks.

The impact of digitalization on CSR commitment: The role of human resource management system and employee autonomy

AbstractAlthough the relationship between digitalization and employees' corporate social responsibility (CSR) commitment has been extensively explored in literature, there remains a consensus on how digitalization affects employees' commitment. Therefore, this study aims to investigate the relationship between digitalization and CSR commitment. Data from branches of two banks was collected by using a time‐lagged approach, and structural equation modeling was employed to validate the measure and test the hypotheses. The findings indicate a direct correlation between digitalization and the CSR commitment of employees towards their organization. The research demonstrates that such a correlation is contingent upon the Human Resource Management (HRM) system used within the organization and the satisfaction of employees' need for autonomy in the workplace. The study emphasizes the role of work design and HRM practices in the relationship between digitalization and employees' CSR commitment.

Adoption and Use of Electronic Human Resources Management Systems for Service Delivery in Tanzania: A Case to Tanzania Airports Authority

This articles explores the adoption and utilization of Electronic Human Resources Management Systems (e-HRMS) for service delivery at the Tanzania Airports Authority (TAA). General objective was to assess the adoption and use of electronic human resource management systems for HR service delivery at Tanzania Airports Authority. The specific objectives of the study were to examine the practice of eHRMS adopted to support service delivery in the Tanzania Airports Authority, to examine the effort made by the government to enhance the usage and adoption eHRMS in service delivery at Tanzania Airports Authority and to identify the challenges in using e-HRMS in service delivery in Tanzania. The study utilized the Technology Acceptance Model (TAM) to understand user acceptance behaviour and the Diffusion of Innovations Theory to explore how e-HRMS spreads within the organization. Research adopted an explanatory research design and population of study was 60 staff. Data was collected through questionnaires from a purposively selected sample of 52 staff with qualitative data from interviews conducted with HR and IT officers. Quantitative data was analysed using descriptive analysis, while thematic analysis was applied to qualitative data. Findings reveal that TAA has implemented various e-HRMS practices, including digital storage of employee data, automated payroll systems, and streamlined recruitment and onboarding processes. Government support has been instrumental in these efforts through policy implementation, financial support and infrastructure development. However, several challenges hinder the full potential of e-HRMS at TAA, such as limited access to technology, unreliable power supply, skills gaps, resistance to change, and cost considerations. The study concludes that e-HRMS has significantly improved HR service delivery at TAA. Nonetheless, continuous efforts are necessary to address existing challenges. Enhancing technological infrastructure, providing comprehensive training, and implementing effective change management strategies are crucial for optimizing the benefits of e-HRMS. The articles recommends that TAA invest in reliable internet connectivity and IT hardware, provide ongoing training for employees, and develop robust change management plans.

Flexible HRM systems aid organization resilience the role of digital capabilities and intellectual capital

Flexible HRM systems aid organization resilience the role of digital capabilities and intellectual capital

ВЗАИМОСВЯЗЬ СОЦИАЛЬНО-ПСИХОЛОГИЧЕСКИХ И ОРГАНИЗАЦИОННЫХ АСПЕКТОВ КОРПОРАТИВНОЙ КУЛЬТУРЫ ПРОИЗВОДСТВЕННОЙ ФАРМАЦЕВТИЧЕСКОЙ КОМПАНИИ

In the context of the risks of business process transformation and digitalization of production, an important aspect is the search and implementation of new approaches to the company's human resource management system. The purpose of this study is to describe the results of a study of the relationship between the socio-psychological and organizational aspects of the corporate culture of a pharmaceutical manufacturing company and their management capabilities. The main research methods used are: system analysis, survey-questionnaire, rating-scaling and expert assessments. Factors such as the socio-psychological climate in the team and the development of sports activities in a pharmaceutical company are considered. It is shown that these aspects play an important role in strengthening corporate culture and increasing employee motivation. Taking into account socio-psychological and organizational factors in activities contributes to achieving the common goals of the employee and the employer, maintaining values that affect the level of the company's reputation. Conclusions are drawn about the need to take into account the interrelationship of socio-psychological and organizational aspects necessary for effective management of the corporate culture of a particular pharmaceutical company.

Hired by Artificial Intelligence: Digital Inclusion Practices for People With Disabilities

Artificial intelligence (AI) rapidly advances across various industries, including healthcare, finance, education, robotics, entertainment, and commerce. Human resource (HR) management plays a crucial role in AI, helping employees feel valued and creative. However, AI-powered systems often neglect the needs of people with disabilities, who often face barriers in digital environments. This paper aims to investigate digital inclusion practices for people with disabilities in AI-driven human resource management systems. It proposes a heuristic evaluation method for software accessibility assessment based on international standards. The objectives include researching best practices for digital workplace inclusion, studying international standards for software accessibility, and researching AI-powered recruitment systems. An experiment assessed the accessibility of color schemes for people with color blindness.

On the road to HR legitimacy in SMEs: the signalling power of HR metrics

In this study, we examine why and how HR metrics can help increase the legitimacy of the HR function in organizations. Drawing on signalling theory, we conceptualize HR metrics as a communicational tool that signals the value of the HR function’s activities and contributions. We apprehend HR legitimacy through two key concepts: the strength of the HRM system and the underlying philosophies, or raison d’être, attributed to the HR function, namely maximizing business performance and promoting employee well-being. Testing our model among a sample of 218 HR professionals in Canadian small and medium-sized enterprises (SMEs), we find that the relationships between HR metrics and HR philosophies are partially mediated by HRM strength. These results suggest that HR professionals can tap into the signalling power of HR metrics to enhance the legitimacy of the HR function by fostering shared perceptions that HR goals, activities, and contributions are valuable and aligned with the interests of both management and employees. This suggests that the use of HR metrics and analytics can help HR functions pursue a pluralist philosophy that seeks to enhance mutuality in employment relationships. This research is among the first to use a quantitative design to capture HR legitimacy.

Challenges and Technology Trends in Implementing a Human Resource Management System: A Systematic Literature Review

Background: Human Resource Management System (HRMS) is an important aspect of managing organizations. However, the successful integration of the system into respective roles is often associated with diverse technological challenges and trends. Some major obstacles identified in recent research include reluctance to change, lack of training, fragmented Human Resource (HR) data, rigid processes, and continuous changes in organizational needs. Exciting technology trends offer promise for next-generation HRMS solutions, including artificial intelligence (AI), machine learning, predictive analytics, and mobile accessibility. This shows the need for a systematic literature review to comprehensively map the challenges and technology trends shaping the implementation of HRMS. Objective: This research aimed to conduct a comprehensive review of existing literature to identify the main challenges faced during HRMS implementation and the latest technology trends in the space. Methods: A systematic literature review was adopted through the Kitchenham method with a focus on five databases including Scopus, Emerald, IEEE, Science Direct, and ProQuest. Results: The result was in the form of a table mapping of the challenges faced by each stakeholder in HRMS, including resistance to change, lack of management support, and limited technology infrastructure. Meanwhile, the most common technology challenges found were system integration issues, data security, and lack of technical capabilities or skills. The potential opportunities from technology trends to address the issues included training and skills development, enhanced cybersecurity, and effective change management methods. These recommendations were designed to support organizations in further optimizing HRMS utilization and leveraging the latest technologies such as AI and blockchain. Conclusion: The review used a structured method to develop a rich overview through tabular presentations summarizing problem identification and technology trend compilation of HRMS. The systematic exploration aimed to contribute valuable insights into the complexities of HRMS implementation and offer a comprehensive perspective on the emergence of relevant technology trends. The results were expected to contribute to future research directions in this important area at the nexus of Human Resource Management (HRM) and technological innovation. Keywords: Human Resource Management System, Challenges, Technology Trends, Systematic Literature Review

Exploring the impact of egalitarianism on employee proactivity: unpacking the mediating role of relational social capital

PurposeThis study examines how the resource of egalitarianism, at both individual and organizational levels, affects employee proactivity. Specifically, we propose relational social capital is an effective mechanism through which an individual's egalitarian mindset and the organization's egalitarian HR practice facilitate employee proactivity.Design/methodology/approachThis study surveys a sample of 511 knowledge workers employed in small to medium-sized enterprises in Australia and New Zealand.FindingsResults of partial least squares structural equation modeling (PLS-SEM) demonstrate that relational social capital partially mediates the relationship between an egalitarian mindset and employee proactivity and fully mediates the effects of egalitarian HR practice on employee proactivity.Practical implicationsGlobally, a social transformation, particularly around the notions of social responsibility and sustainability, is occurring, and this means increasing numbers of employees support egalitarian ideals. HR practitioners therefore need to be aware of how their human resource management (HRM) system supports this value orientation.Originality/valueThis study illuminates a new performance pathway by highlighting egalitarianism's contribution, as a valuable resource, to organizational and employee innovation. This focus on egalitarianism is both timely and important. This is because the United Nations Sustainable Development Goals, through their support of diversity, inclusiveness and equality, reflect an egalitarian ethos, and managers are becoming increasingly cognizant of the need to embed these values into organizational structures and operational processes.

INNOVATIONS IN HUMAN RESOURCE MANAGEMENT IN THE PUBLIC SECTOR OF UKRAINE

The article examines the characteristics of innovations in human resource management within Ukraine’s public sector. It defines the concept of innovation in human resource management as the introduction of new ideas, methods, technologies, and processes aimed at enhancing the efficiency and effectiveness of managing human resources. The importance of studying this topic is highlighted, particularly in light of the need for the public sector and government bodies to adapt to the demands of wartime and the socio-political crisis, as well as the necessity to develop a strategy for advancing the public sector through the implementation of various international agreements. The main objective of the study is to analyze the specific features of introducing innovations in the human resource management system of Ukraine’s public sector. This includes identifying successful practices for implementing electronic systems, key areas for the digitalization of public administration, and promising research directions. The study demonstrates that several organizational, technological, and social variables influence the interactions between employees, management, and other stakeholders. For instance, technological innovations enable the automation of HR processes (e.g., talent management systems, HR analytics, electronic document management platforms) and the use of online tools for employee training and development (e-learning, webinars). Organizational innovations promote the adoption of new management models. The study highlights several priority areas for further development: strategic communications in public policy, shaping the corporate culture of government agencies, defining their mission, strategic goals, values, and vision; fostering innovative leadership; developing horizontal connections within organizations through innovation; and ensuring principles such as fairness, transparency, openness, and equal access through the digital transformation of public administration.

Applying a Theory of Change for Human Resources Development in Public Health Supply Chains in Rwanda.

The health supply chain (SC) system in Rwanda experienced a number of workforce-related challenges, including insufficient skilled supply chain management (SCM) professionals with the necessary competencies. The Human Resources for Supply Chain Management (HR4SCM) Theory of Change (TOC) provides a methodology to assess human resources (HR) management systems by explaining the preconditions required to achieve optimized workforce performance. We applied this model to design interventions to strengthen the Rwanda health SC workforce. We compared conditions in the health SC HR system in Rwanda with the 60 outcomes described as necessary for optimized workforce performance in the HR4SCM TOC model. We used a survey and participatory workshop at the central level, followed by structured interviews (N=35) with SC professionals in health centers, hospitals, and regional warehouses (N=20) in Southern Province and Kigali City to identify which outcomes already existed in the Rwandan HR system and which outcomes required strengthening through targeted interventions. We used focus groups (N=2) to refine interventions. We identified that 31 of the 60 outcomes were not sufficiently in place in the Rwandan health SC HR system. SCM workers had gaps in the technical and managerial competencies and did not have access to adequate training and professional development opportunities for certain required competencies. An SCM career path did not exist, and education was not available for all required SCM qualifications. Fourteen of these outcomes were prioritized for strengthening. We designed 20 workforce interventions with the Ministry of Health to address these deficiencies and selected indicators to monitor the interventions. Applying this HR TOC model enabled a systematic process to identify gaps, develop and prioritize interventions, and select indicators. Practitioners designing and evaluating SC workforce interventions should consider applying this methodology to design more effective, theory-driven interventions to improve SC workforce performance.

Implementation of Information System at SD Laboratorium UNG

This research aims to find out the implementation of the human resource information system at SD Laboratorium UNG. The purpose of the information system is to help organize all functional areas of human resource management efficiently. SD Laboratorium UNG is a school that has been accredited as superior. This mini-research was conducted using a qualitative approach and data collection techniques in the form of observation, interviews, and documentation, and data presentation was carried out using a descriptive approach, in the form of words, writing, or oral from the subjects observed, namely the principal and teachers. Based on the mini research that has been carried out, the results show that the implementation of the Human Resource Management System at SD Laboratorium UNG has been carried out, but it has not been carried out optimally, but the school has been able to utilize the development of information and communication technology for the progress of the school towards a better direction. The applications used at SD Laboratorium UNG are Facebook, YouTube, Instagram, Email, Zoom, Google Drive, WhatsApp, Ms.Word, Ms.Exel, and JunioSmart.

The internal synergy effect of the dual-oriented HRM system on employee ethical behaviors

The internal synergy effect of the dual-oriented HRM system on employee ethical behaviors

Cyborging HRM theory: from evolution to revolution – the challenges and trajectories of AI for the future role of HRM

PurposeHuman Resource Management (HRM) is a critical organizational function, which has continued to evolve. We aim to explore how different HRM will be in the workplace of the future and why, from both strategic and practical perspectives. We present and discuss core HRM practices, such as recruitment, selection and training, as well as peripheral activities, such as monitoring health and safety, and diversity management, reflecting on how they may transform in the workplace of the future.Design/methodology/approachThis is a conceptual thought piece, building on the Substitution, Augmentation, Modification and Redefinition (SAMR) model, to offer a futuristic view of HRM in the era of AI.FindingsDiscussing the contemporary challenges of Artificial Intelligence, which we predict will lead to what we term Cyborging HRM.Practical implicationsThis study can help HR managers and practitioners to be prepared for AI-embedded HRM systems in the future. For academics, it offers an innovative framework to establish future writing on HRM in the AI era.Originality/valueAI is pushing HRM and the profession will have to undergo a revolutionary rather than evolutionary transformation in order to remain a necessary and valuable function for organizations. Our elaboration of the SAMR model and suggested implications for the future transformation of HRM should be worthwhile to organizations, management and the wider society.

Employee Salary Prediction in HRMS Using Regression Models

The study uses regression models to examine AI model engagement in employee salary prediction. Salary prediction is significantly critical for both employees and employers. Employees try to get maximum benefit for the services they provide, and employers emphasize achieving organizational goals through optimized employee salaries. Inconsistency in employee salaries may cause organizations financial losses and organizational objectivity failure. Historically, salary was determined by historical data, market surveys, and personal judgment, which often resulted in inconsistencies and biases. With the availability of large datasets from Human Resource Management Systems and advanced machine learning algorithms, there is an opportunity to enhance the fairness of Salary Prediction. To overcome this problem in organizations, we have proposed a regression model for salary prediction with a promising accuracy rate of 99% with regression models. The methodology includes data processing steps including EDA, data standardization, feature correlation, and feature engineering to enhance the accuracy of the models. This study used Random Forest Regressor, Gradient Boosting Regressor, and Light Gradient Boosting Machine Regressor models for employee salary prediction. This research paper provides a valuable understanding of HR analytics for HR professionals and organizations for salary prediction of employees in an organization. Also, this research investigates the use of Machine learning algorithms to predict employee salaries while comparing employee performance and eliminating biases. The aim is to develop robust, data-enriched frameworks in HRMS for organizations for accurate and transparent salary prediction.

Empowering sustainable workplaces: A perspective on employee well‐being in the light of the job demand resource model

AbstractAccentuated by unprecedented challenges, burnout has become a prominent concern affecting employee well‐being. The job demands resource (JD‐R) model suggests that job demands has the capacity to mitigate employee burnout. Nevertheless, there has been limited attention on the integration of the psychological and organisational processes contributing to such effect. This research aims to analyse the integrative role of psychological (i.e., employee self‐regulation) and organisational processes (such as the Human Resource Management system) in the JD‐R model to enhance well‐being in workplaces. Consistent with Sustainable Development Goal (SDG) 3 of the United Nations (‘healthy lives and well‐being’), the results of this research conducted in public sector hospitals suggest that job demands affect employee burnout through the mediation of employee coping (self‐regulation) strategies. Furthermore, the research enriches the existing literature by showing how employee self‐regulation and organisational Human Resource Management practices may alter the effect of job demands on burnout.

Адаптивное стимулирование как элемент эффективной системы управления человеческими ресурсами вуза

The article researches the problem of adaptive incentives as a significant element of an effective human resource management system of a higher education institution. The purpose of the study is to provide a methodological analysis of key aspects of team adaptation incentives using in HRM and justification of a set of measures aimed at achieving strategic goals in the field of human resource management of an educational organization. The research methodology is based on the conceptual provisions of management theory and HRM, identifying alternative approaches to resolving individual problematic components of human resource management in educational organizations. It is demonstrated that in the conditions of talent competition the focus of the system of adaptation incentives to the changing parametric characteristics of competitive socio-economic dynamics applied in HRM of higher education institution is team adaptation, which ensures the improvement of management efficiency in achieving strategic goals. The significance of the research results lies in the proposal and justification of adaptive measures that stimulate teamwork of employees of an educational organization by developing leadership and management skills, building up the system of feedback and communication, creating a favorable educational environment, etc. The implementation of the proposed activities will contribute to the improvement of HRM quality, to building competencies and motivation for teamwork.