Human Resource Management Technology Research Articles

Digital tools as a key element of human resource management technology in the conditions of digital transformation

Aim. To identify technological features of human resource management (HRM) in the conditions of digital transformation.Objectives. To describe the main directions of HRM technology transformation in modern conditions; to define the concept of "digital tools"; to systematize the digital tools used in modern conditions; to identify promising directions of using digital tools on the way of digital trans- formation.Methods. The authors used in the research process the methods of contextual analysis, modeling terms and models, induction and deduction, synthesis and description, applied methods of comparative, system and structural analysis.Results. The outcome of the digital transformation of business is a progressive process, which in the end will radically affect the functioning of personnel. In this regard, the concept of "digital tools" of HRM is defined, their relationship with HRM technologies is revealed. It is revealed what digital tools are most often used today in Russian companies, whether there is their classification by forms of application and whether digital tools affect the technological process of HRM. The peculiarity of applying HRM tools from the possible set of tools is its scientific substantiation on the one hand and the practice of its application on the other. The basis is the orientation on the solution of a certain problem faced by the company in the current period. In order to get an effective effect, it is necessary to refuse from haphazard ap- plication of tools. A technological process of HRM should be formed, which will be based on a clearly structured sequence of actions that are interchangeable. An important element that should be paid close attention to is the understanding that the new information reality will place increased demands on the competencies of personnel. The article emphasizes that the digital transformation of business should be carried out progressively, taking into account the timely mastering of new digital competencies by employees.Conclusions. The digital transformation of business taking place today launches new, previously unobserved processes that cover all spheres of functioning of real commercial enterprises. Business can get a new quality both in the aspect of formation of management decisions on an objec- tive basis and in the framework of HRM. In this regard, it is safe to say that we are waiting for a systemic restructuring of the main business processes and, as a consequence, the introduction of new HRM tools, on the basis of which it will be possible to design digital HRM technologies.

Human resource management technology, workplace performance, and employee well‐being in the British public sector

AbstractUsing linked employer–employee data for workplaces in Britain, we find high‐performance workplace practices (HPWPs) are positively associated with public sector workplace performance. Contrastingly, HPWPs are not associated with measures of public sector employees' well‐being or motivation. The implication is that the performance effects of HPWP in the public sector constitute part of efficient management technology, without the need to invoke special employee responses as mediators. Public sector findings differ from those in the private sector: in the latter, HPWPs are positively associated with some performance outcomes but employee outcomes are a complex mix of non‐significant, positive, and negative associations.

THE CRITICAL ROLE OF HRM IN THE WORLD OF HIGHER EDUCATION

Purpose: In the 21st century, higher education is experiencing significant changes driven by technological advancements, shifting student demographics, financial constraints, and evolving teaching methods. Amid these complexities, Human Resource Management (HRM) has become a crucial factor in higher education institutions. The academic sector is increasingly viewed through a business perspective in todays globalized education landscape, including India, leading to heightened competition within the academic field. Managing human resources in universities involves challenges similar to those faced by corporate entities in this fiercely competitive market. Despite many universities and affiliated institutions offering courses in human resource management to better prepare students for managing large corporations, the universities themselves often struggle to efficiently manage their own human resources. The objective is to analyse the current state of HRM procedures in higher learning institutions, focusing on a comprehensive examination of the HRM techniques employed by these advanced educational establishments. Design/Methodology/Approach: This essay delves into the current state of human resource management (HRM) in higher education, shedding light on its challenges, impact, and emphasizing why HRM is a critical issue. The study seeks to analyse the present status of HRM practices in higher learning institutions, identifying the most significant hurdles faced by HRM professionals in the realm of higher education. Findings/Result: The research aims to enumerate how effective human resource management influences the overall operations of educational institutions. Offer recommendations for improving human resource management in higher education to align with the evolving expectations of the 21st century. Originality/Value: The findings of the research showed that the majority of educational institutions in the higher education sector use traditional recruitment approaches. However, several educational institutions have begun recruiting potential faculty and staff members through the use of digital platforms and social media. Paper Type: Critical Analysis KEYWORDS: Difficulties, Higher Education, HRM, and Human Resource Technology, Inferences.

ЗНАЧЕННЯ ТЕХНОЛОГІЇ УПРАВЛІННЯ ПЕРСОНАЛОМ У СИСТЕМІ РОЗВИТКУ КАДРОВОГО ПОТЕНЦІАЛУ ПІДПРИЄМСТВА

The article defines the place of human resource management technology in the management system of an industrial enterprise and clarifies the interrelationships of its components. It is proved that the management system is not only a set of methods ortechniques, but a complex set of interrelated, logically consistent actions in the areas of organization, management, decision-making and motivation. It is found that the problemof personnel management at domestic industrial enterprises is the low status of the personnel service and the insufficiently high quality of training of specialists in this area.It has been researched that the personnel management process (PMP) can be considered as a sequence of four stages: at the first stage, the functions covering all types of management activities at all levels of the enterprise management subsystem are implemented; at the second stage, PMP determines the formation of management methods; at the third stage, PMP includes the formalization of management methods, accompanied by the creation of mechanisms for their transformation into official documents, such as orders, instructions, guidelines, etc.The paper proposes a technology for analyzing the personnel structure of an industrial enterprise. The authors substantiate methodological provisions for the formation of components of the enterprise personnel management technology, The article defines the importance of personnel management technology in the system of development of personnel potential of an enterprise.It is determined that the technology of personnel management is an important element of the management system of an industrial enterprise. It is the main tool of managers, since each management technology used in the management system helps management personnel to act effectively and respond quickly to dynamic changes in the current conditions of the enterprise. The most important components of HR management technology are the following: marketing and personnel planning technology, recruitment and personnel accounting, personnel training, and personnel evaluation.Keywords:management technology, human resources, development, personnel, labor resources, industrial enterprise.

Human Resource Management, Technology Adaptation, and Environmental Policy: A Multi-Variable Study of MSME Entrepreneurship in Indonesia

This research explores the dynamics of Micro, Small, and Medium Enterprises (MSMEs) in Indonesia, focusing on the interplay between Human Resource Management (HRM), Technology Adaptation, Environmental Policy, and MSME entrepreneurship. Despite government support and encouragement, MSMEs face challenges, particularly in managing human resources effectively and adapting to technological advancements. The study investigates the impact of HRM practices, technology adaptation, and environmental policy on MSME success through the lens of entrepreneurship. Using quantitative research design and Structural Equation Modeling (SEM), the study analyzes data collected from a diverse sample of Indonesian MSMEs. The findings highlight the positive influence of effective HRM practices, technology adaptation, and environmental policy compliance on MSME entrepreneurship and success. The implications of the study suggest strategic considerations for entrepreneurs, policymakers, and stakeholders to enhance the growth and sustainability of MSMEs in Indonesia.

How Does Digital HRM Transform Training to Learning in Organizations?

Have you ever attended training sessions and learned nothing after that? It would be a nightmare for the organizations but this situation is not so rare in reality. Employee training and development play a vital role in the growth and success of every organization. As a result, they are putting more effort into ensuring its efficiency. Digital technology has assisted in the transformation of human resource management (HRM), enabling the use of more effective and efficient training techniques as well as changing the nature of training into learning. Accordingly, HRM technology empowers employees to take responsibility for their development, making them active learners. In this way, digital HRM has transformed employee training programs to more flexible and personalized learning journeys, with a greater emphasis on self-paced learning and feedback for long-term effectiveness. In this discussion, we explore how digital HRM has transformed training into employee-led continuous learning journeys that foster a culture of self-awareness, responsibility and effectiveness.

The Utilisation of Electronic Human Resources Management (e-HRM) in Malaysian Public Listed Companies

Human resource management (HRM) is expected to become more strategic as a result of the development of internet-based HRM technology, or e-HRM, according to the rhetoric associated with it. Using a survey dataset, data for the study were collected from 396 companies listed on the Bursa Malaysia Stock Exchange for the years 2016–2020 using a survey designed to identify the e-HRM functions used by companies and which HR functions contribute to e-HRM usage within an organisation. It was found that most companies use e-HRM in at least one to two HRM functions, with the highest digitalisation use found in Payroll and Employee Benefits. These results indicate that HR professionals should work closely with digitalisation and human capital to better understand and subsequently implement technologies in order to fully embrace digital HRM technology.

ПЕРСПЕКТИВЫ ПРИМЕНЕНИЯ АДАПТИВНОЙ ТЕХНОЛОГИИ УПРАВЛЕНИЯ ЧЕЛОВЕЧЕСКИМИ РЕСУРСАМИ В ВУЗЕ

In this scientific work, the description and prospects of the application of adaptive human resource management technology in the higher education system are carried out. The authors analyze such adaptive methods as adaptive recruitment management, adaptive assessment methods, adaptive development, adaptive performance management, adaptive incentive system, adaptive organizational culture, adaptive motivation mechanisms, adaptive career management, adaptive conflict management. The integration of all these technologies into a single whole will allow a comprehensive approach to prospective human resource management in a higher educational institution.

Promoting Employee Engagement: Concept Paper for the Development of a Conceptual Framework

This study aimed to examine how employee engagement can be increased through the perceived desirability of disruptive Human Resource Management (HRM) technologies where sociological phenomena like gender stereotype change and work realities as work- family conflicts derive lower employee engagement. This study is a literature review in which employee engagement, gender stereotype change, work-family conflicts, and disruptive HRM technologies literature were surveyed and reviewed from two perspectives. Both perspectives developed a conceptual framework that focuses on three impacts. The first is the role of work-family conflicts in mediating the impact of changing gender stereotypes on employee engagement. Second, the perceived desirability of disruptive HRM technologies has a direct impact on increasing employee engagement. The third effect is that the perceived desirability of disruptive HRM technologies has a moderating effect on the impact of work-family conflicts on employee engagement. The paper provides directions for empirical research based on the predicted impacts.

Rethinking the business process through reengineering

In management, there are many management approaches that make it possible to increase the performance indicators of the enterprise. At the same time, the priority direction of the development of enterprises is the implementation of innovative activities. To achieve success in this area, companies are changing management approaches, organizational structures and business models. However, in the conditions of constant aggravation of the competitive struggle, the achievement of high indicators of the enterprise's activity is best ensured by the reengineering of business processes. The innovativeness of reengineering lies in the fact that it combines the use of the prerogatives of computer technologies, human resource management technologies and changes in business processes. In the current economic conditions, the speed of reaction of all subsystems of the enterprise and the efficiency of operations are of particular importance and are a necessary condition for its effective functioning in the conditions of constantly intensifying competition. In this situation, reengineering is the most effective, because it contributes to increasing the efficiency of the enterprise by changing the business model it uses. Therefore, the study of reengineering procedures, its principles and tasks is relevant in today's conditions. The purpose of the study is to generalize theoretical approaches to the main principles, types and tasks of business process reengineering as a tool for effective enterprise management. The methodological basis of the study was the work of domestic and foreign scientists on the problems of reengineering and change management of enterprises. Business process reengineering is a thorough rethinking and radical redesign of business processes of enterprises that want to significantly improve their performance. . It is used when it is necessary to make a reasoned decision about the reorganization of activities: radical transformations, business restructuring, replacement of existing management structures with new ones, etc. Thanks to the effective use of business process reengineering tools, it is possible to make the enterprise more flexible to changes in the external environment and more stable in competitive conditions. Thus, the reengineering of business processes involves a decisive, fundamental restructuring of business processes and the foundations of the management organization in order to significantly increase the competitiveness of the enterprise on the market and significantly increase the efficiency of the enterprise as a whole system.

Disruptive technologies for human resource management: a conceptual framework development and research agenda

PurposeDisruptive technologies for human resource management (HRM) lack evidence about synthesizing its antecedents and outcomes in the empirical research landscape. This review study was conducted addressing two objectives: (1) to identify the themes of HRM technology empirically researched and (2) to develop a conceptual framework for the antecedents and outcomes of disruptive technologies for HRM.Design/methodology/approachThis article was positioned as a literature review based on the systematic literature review (SLR) methodology. Seventeen articles published between 2000 and 2020 were included for the review from Scopus and LENS.ORG databases. The article screening, inclusion and analysis and findings reporting were based on the preferred reporting items for systematic reviews and meta-analyses (PRISMA).FindingsIn addressing the first objective, the review found that the electronic human resource management (E-HRM) intention and communication technology support impact E-HRM adoption, resulting in many outcomes. The outcomes include HRM service quality, organizational effectiveness, employee productivity and competitive advantage. In addressing the study's second objective, a conceptual framework was developed based on the gaps identified regarding the determinants and positive outcomes of disruptive technologies for HRM. Thus, the conceptual framework was presented from two perspectives. The perspectives were deduced with review results and theoretical grounds.Research limitations/implicationsThe findings related to the two objectives provide theoretical and practical implications. One significant practical implication is that action and work-based learning of managers and employees in organizations may suggest adopting disruptive technologies for HRM. Thus future studies can focus on them as determinants of adopting disruptive technologies for HRM to conduct empirical tests. Besides, the findings provide some other future research directions.Originality/valueThe study found empirically proven determinants of E-HRM intention and communication technology support impact E-HRM adoption, which results in many positive outcomes. These were synthesized based on the studies conducted during the period 2000–2020. This synthesis and theoretical grounding deduced a conceptual framework for determinants and outcomes of disruptive technologies for HRM.

Disruptive human resource management technologies: a systematic literature review

PurposeThe disruptive human resource management (HRM) technologies are now considered a significant facilitator to change and benefit the entire HRM landscape. This view needs to be further verified by reviewing the knowledge on the subject in the empirical research landscape. Thus, the study's objectives were to find (1) the current knowledge and (2) the areas where empirical research is lacking in disruptive HRM technologies.Design/methodology/approachThe article is a literature review that was followed by the systematic literature review and the preferred reporting items for systematic reviews and meta-analyses (PRISMA). The review considered 45 articles published during the 2008–2021 period extracted from the Scopus database, and bibliometric analysis was performed to achieve the research objectives.FindingsThe results found that scholarly attention has been given to electronic HRM (E-HRM) rather than the disruptive HRM technologies. The areas investigated include the determinants of intention, adoptions and use of E-HRM and the outcomes of E-HRM adoptions and use. These outcomes can be further divided into general outcomes and HRM outcomes.Research limitations/implicationsThe findings reveal gaps in E-HRM research and disruptive HRM technologies remain untapped in the empirical research landscape. Hence, the study findings provide some implications for future research and applications.Originality/valueThe study found empirically proven determinants of E-HRM intention, adoptions and use and E-HRM adoptions and use outcomes. These were found in the studies conducted during the 2008–2021 period.

Multisensor Human Resource Data Fusion and Its Application in Industrial Distribution

Over the past 30 years of reform and opening up, China has undergone tremendous changes. With the continuous growth of China’s economy, the core competitiveness of Chinese enterprises is also increasing day by day. After China joined the WTO in 2001, economic globalization hit Chinese enterprises. Under such circumstances, a large number of foreign multinational companies have entered China to establish factories, which has caused huge pressure on Chinese companies. Facing this unprecedented pressure, Chinese enterprises need to fundamentally improve management and operation problems. Companies need to change aggressively to respond to the shock of foreign companies. The development of multisensor technology has brought great changes to enterprise human resource management. The real-time changes in this technology allow the continuous optimization of human resource management. Human resource management technology also needs to adapt to the modern social environment and constantly improve and quickly existing enterprise employee management methods and methods. These technical contents need to be optimized, and the working methods need to be improved. At the current stage, enterprise human resource management has not fully understood multisensor technology. Enterprises have poor adaptability in the application of this technology, and have not carried out comprehensive planning and clear optimization of detailed rules from the macro level. On this basis, the company has also failed to establish a relatively excellent team of professional management talents. There are three issues involved in talent team management. This article firstly analyzes the effect of human resource management in contemporary enterprises based on multisensor technology. Enterprises need to improve their awareness and application of sensor technology. It also needs to establish the overall strategy of human resource management and specific means of implementation. Through the in-depth application of these technologies, enterprises can enhance the comprehensive capabilities of human resource management teams. The application of this technology also provides practical and effective help for modern enterprise human resource management.

HRM ROLES IN PROMOTING FINANCIAL INCLUSION IN INDIAN BANKING SECTOR: AS AN EMPIRICAL STUDY IN CO-OPERATIVE BANKS

The main aim of the current study is to identify the importance of human resource management department in providing the technology (Use of Biometric Machine by BC/BF/Bank Mitr, Use of Mobile/Internet Banking, sending SMS after every transaction and Fixing Automatic Cash Depositing Machine/Passbook Printing Machine) for promoting the financial inclusion in Co-operative banking sector. The employees with reference to the importance of human resource management in the Cooperative banking sector represented by the five cooperative branches are considered in this paper. The study population consisted of all employees in Co-operative banking sector. A questionnaire was drafted and presented to the one hundred and fifty employees randomly selected from the list of employees working for these banks. From one hundred and fifty employees, fifty employees properly filled the questionnaires and this is taken as the main source of data for the study. To achieve the study objectives, “To investigate into the relationship between Age, Gender and Educational level (demographic variable) of the employees and the impact of HRM technology channels on financial inclusion promotion”. The researcher used descriptive-analytical methods. The data was analyzed by employing a One-way ANOVA test at 5% level of significance using SPSS statistical software. The result showed that ‘’the banks employees strongly confirmed the technology provided by HRM department for promoting the financial inclusion’’. KEYWORDS: Human Resource Management (HRM), Financial Inclusion, Indian banking sector.

Analysis of the possibility of applying the concept of “HR Zero” by Belarusian organizations

Digitalization of human resource management technologies represents the process of transformation of the traditional human resource management system through qualitative changes in its functions, achieved by combining information and communication technologies with the competencies of personnel of HR office, its processes and operations, allowing the use of personnel data in digital form, automate human resource management processes and operations that do not require managerial decisions, and introduce digital technologies in order to improve the working environment and working conditions, increase labor productivity, speed and quality of management decisions, which in general will have a positive impact on the effectiveness of the organization as a whole. These changes involve the transition of human resource management to the “HR 3.0” level and the application of the “HR Zero” concept the principle of organizing human resource management processes in the company, which allows automating key personnel procedures, delegating part of the functions of HR specialists to line managers and creating a flexible organizational environment. The purpose of the study was to establish the possibility of applying the concept of “HR Zero” in Belarusian organizations. To achieve this goal, the following tasks were solved: obtaining data and forming an empirical research base; analyzing changes in the skills of HR specialists; assessing the compliance of HR specialists’ competencies with labor market requirements; classifying competencies and analyzing the possibility of automating HR operations. During the research, the method of nonparametric analysis was used and Spearman’s rank correlation coefficient was calculated. The analysis made it possible to conclude that at this stage the concept of “HR Zero” in Belarusian organizations is applicable in fragments, for individual operations, this is due to the specifics of the work of HR specialists and the requirements of the Belarusian labor market, as well as the general level of digitalization of domestic organizations.

REENGINEERING OF BUSINESS PROCESSES AS A TOOL OF EFFECTIVE ENTERPRISE MANAGEMENT

In management, there are many management approaches that can improve the efficiency of the enterprise. At the same time, the priority of enterprise development is the implementation of innovative activities. To succeed in this area, companies are changing management approaches, organizational structures and business models. However, in the conditions of constant aggravation of competition, achievement of high indicators of activity of the enterprise is best provided at the expense of reengineering of business processes. The innovation of reengineering is that it combines the use of the prerogatives of computer technology, human resource management technology and business process change. In the current economic conditions, the speed of reaction of all subsystems of the enterprise and the efficiency of operations are of particular importance and are a necessary condition for its effective operation in conditions of constant competition. In this situation, reengineering is the most effective, because it helps to increase the efficiency of the enterprise by changing the business model it uses. Thus, the study of reengineering procedures, its principles and objectives is relevant today. The purpose of the study was to generalize theoretical approaches to the basic principles, types and objectives of business process reengineering as a tool for effective enterprise management. The methodological basis of the study was the work of domestic and foreign scientists on the problems of reengineering and change management. Business process reengineering is a thorough rethinking and radical redesign of business processes of companies that want to significantly improve their performance. It is used in cases when it is necessary to make an informed decision on the reorganization of activities: radical transformations, business restructuring, replacement of existing management structures with new ones, etc. Through the effective use of business process reengineering tools can make the company more flexible to changes in the environment and more resilient in a competitive environment. Thus, business process reengineering involves a decisive, radical restructuring of business processes and the foundations of management to significantly increase the competitiveness of the enterprise in the market and significantly increase the efficiency of the enterprise as a whole system.

PEDAGOGICAL CONDITIONS FOR THE FORMATION OF LEADERSHIP QUALITIES OF FUTURE HEADS OF PRESCHOOL EDUCATION INSTITUTIONS

The urgency of the studied problem is because in conditions of significant socio-economic changes, the system of human resource management technologies becomes significant, especially relevant is the use of the potential of leadership influence. In this regard, this article is aimed at revealing the problem of developing leadership qualities of heads of preschool education institutions. The article highlights current issues of leadership development of future heads of preschool education. The leading method of the research of this problem is the analysis of the researched problem in pedagogical theory and practice and experimental check of pedagogical conditions of formation of leadership qualities of future heads of preschool educational institutions that allows to reveal and characterize features of formation of leading qualities of future heads of preschool educational institutions. The article identifies the components, criteria, indicators and describes the levels of leadership development of future leaders of preschool education. The basic concepts of the problem are defined: leader, leadership, professional qualities of the leader, leadership qualities of future heads of preschool educational institutions, pedagogical conditions of formation of leadership qualities of future heads of preschool educational institutions. Relevant requirements to the personal and professional qualities of a leader are revealed. The structural components of leadership qualities of future heads of preschool education institutions are characterized, namely: motivational-value, integrative-activity, directional-activity, emotional-reflexive. The pedagogical conditions of the formation of leadership qualities of future heads of preschool education institutions are substantiated. The offered materials of the article represent practical value for heads of preschool education institutions, educators-methodologists, and future teachers of preschool education.

Does HRM Technology Influence the Organizational Performance in Pharmacy Sector of Thailand? Mediation of Marketing Capability

Human Resource Management (HRM) has been renowned applied theme in the professional field. However, corporations have completed the great funds for HRM technology, pragmatic investigation proposals unpredictable sustenance that HRM technology increases the administrative performance. Though, investigation that observes the associations amid HRM and organization’s performance is yet scarce. This study empirically studies the connection amid HRM and performance of firm in pharmacy business of Thailand. It also examines the mediating impact of marketing capability on the connection amid HRM and organizational performance. Data collected using survey method whereby an overall of 270 surveys were dispersed to employees of pharmacy and received 250 questionnaires. The results show a constructive connection amid HRM technology and organizational performance. They, moreover, specify that marketing capability mediated amid HRM technology and organizational performance. This study verified that HRM technology is the main cause of influence on marketing capabilities and organizational performance. Overall, this investigation contributes by enlightening the importance of HRM in improving organizational performance. How to Cite this Article Pubmed Style Paitoon Chetthamrongchai, Kittisak Jermsittiparsert. HRM Technology Influence the Organizational Performance in Pharmacy Sector of Thailand? Mediation of Marketing SRP. 2020; 11(3): 214-222. doi:10.5530/srp.2020.3.24 Web Style Paitoon Chetthamrongchai, Kittisak Jermsittiparsert. HRM Technology Influence the Organizational Performance in Pharmacy Sector of Thailand? Mediation of Marketing http://www.sysrevpharm.org/?mno=92468 [Access: March 30, 2021]. doi:10.5530/srp.2020.3.24 AMA (American Medical Association) Style Paitoon Chetthamrongchai, Kittisak Jermsittiparsert. HRM Technology Influence the Organizational Performance in Pharmacy Sector of Thailand? Mediation of Marketing SRP. 2020; 11(3): 214-222. doi:10.5530/srp.2020.3.24 Vancouver/ICMJE Style Paitoon Chetthamrongchai, Kittisak Jermsittiparsert. HRM Technology Influence the Organizational Performance in Pharmacy Sector of Thailand? Mediation of Marketing SRP. (2020), [cited March 30, 2021]; 11(3): 214-222. doi:10.5530/srp.2020.3.24 Harvard Style Paitoon Chetthamrongchai, Kittisak Jermsittiparsert (2020) HRM Technology Influence the Organizational Performance in Pharmacy Sector of Thailand? Mediation of Marketing SRP, 11 (3), 214-222. doi:10.5530/srp.2020.3.24 Turabian Style Paitoon Chetthamrongchai, Kittisak Jermsittiparsert. 2020. HRM Technology Influence the Organizational Performance in Pharmacy Sector of Thailand? Mediation of Marketing Systematic Reviews in Pharmacy, 11 (3), 214-222. doi:10.5530/srp.2020.3.24 Chicago Style Paitoon Chetthamrongchai, Kittisak Jermsittiparsert. Does HRM Technology Influence the Organizational Performance in Pharmacy Sector of Thailand? Mediation of Marketing Capability. Systematic Reviews in Pharmacy 11 (2020), 214-222. doi:10.5530/srp.2020.3.24 MLA (The Modern Language Association) Style Paitoon Chetthamrongchai, Kittisak Jermsittiparsert. Does HRM Technology Influence the Organizational Performance in Pharmacy Sector of Thailand? Mediation of Marketing Capability. Systematic Reviews in Pharmacy 11.3 (2020), 214-222. Print. doi:10.5530/srp.2020.3.24 APA (American Psychological Association) Style Paitoon Chetthamrongchai, Kittisak Jermsittiparsert (2020) HRM Technology Influence the Organizational Performance in Pharmacy Sector of Thailand? Mediation of Marketing Systematic Reviews in Pharmacy, 11 (3), 214-222. doi:10.5530/srp.2020.3.24

Organizational Culture as a Basis for Efficient Development of Organization

The article is devoted to the study of non-material assets of an organization development, particularly of organizational culture as a basis of effective development of an organization. The hypothesis lies in the fact that specific features study of organizational culture of a company provides possibility of objective evaluation of a degree of stability of organization, its ability for competition, allows to predict the important directions of management decisions, and a possibility of achievement of planned results. The tendencies concerning the transformations of contemporary management of organizations, which are realized in transferring of management influences from the management of technology of work to technology of management of human potential of a company, are revealed. The change of emphasis is due to objective reasons: due to the processes of globalization, state-of-the-art production technologies, including the latest information technologies, as well as the international labor market, humanization of industrial relations and human resource management technologies are becoming widely available. The article presents the results of an empirical study of certain aspects that determine the organizational culture. Promising directions, that have a significant potential for improving organizational culture, are identified.

My Boss the Computer: A Bayesian analysis of socio-demographic and cross-cultural determinants of attitude toward the Non-Human Resource Management

Human resource management technologies have moved from biometric surveillance to emotional artificial intelligence (AI) that monitor employees’ engagement and productivity, analyze video interviews and CVs of job applicants. The rise of the US$20 billion emotional AI industry will transform the future workplace. Yet, besides no international consensus on the principles or standards for such technologies, there is a lack of cross-cultural research on future job seekers’ attitude toward such use of AI technologies. This study collects a cross-sectional dataset of 1,015 survey responses of international students from 48 countries and 8 regions worldwide. A majority of the respondents (52%) are concerned about being managed by AI. Following the hypothetico-deductivist philosophy of science, we use the MCMC Hamiltonian approach and conduct a detailed comparison of 10 Bayesian network models with the PSIS-LOO method. We consistently find having a higher income, being male, majoring in business, and/or self-rated familiarity with AI correlate with a more positive view of emotional AI in the workplace. There is also a stark cross-cultural and cross-regional difference. Our analysis shows people from economically less developed regions (Africa, Oceania, Central Asia) tend to exhibit less concern for AI managers. And for East Asian countries, 64% of the Japanese, 56% of the South Korean, and 42% of the Chinese professed the trusting attitude. In contrast, an overwhelming majority of 75% of the European and Northern American possesses the worrying/neutral attitude toward being managed by AI. Regarding religion, Muslim students correlate with the most concern toward emotional AI in the workplace (β_Islam_Attitude’s mean =-0.16, sd =0.10; β_Buddhism_Attitude’s mean =-0.05, sd =0.07; β_Christian_Attitude ‘s mean = -0.10, sd= 0.09). When religiosity is higher, the correlation becomes stronger for Muslim and Buddhist students. This paper adds a cross-cultural perspective to the literature, which is currently skewed toward country-specific and profession-specific samples.