Human Resource Management Performance Research Articles

Future of Work: How Digital Tools are Transforming Human Resource Management

This study examines the transformative role of digital tools in reshaping key functions of Human Resource Management (HRM), including recruitment, training, performance management, and employee engagement. Employing a mixed-method approach, it integrates quantitative survey data with qualitative insights from HR professionals to assess the impact of digital technologies on HR functions. The results indicate a 35% improvement in recruitment effi ciency, enhanced employee development, and significant advances in perfor- mance management through the adoption of digital tools. Moreover, digital engagement platforms have reduced employee turnover, particularly in remote work environments. Despite these benefits, challenges such as resistance to change and digital skill gaps persist, requiring attention for successful imple- mentation. The study contributes to academic literature by addressing these challenges and offering practical guidance for organizations. Future research should explore the long-term effects of digital transformation and the role of emerging technologies like blockchain in further revolutionizing HRM prac- tices.

REDEFINING THE INTERNAL MARKETING-HRM NEXUS: A COMPREHENSIVE FRAMEWORK FOR ORGANIZATIONAL ALIGNMENT IN THE DIGITAL AGE

Background: Internal marketing and Human Resource Management (HRM) are crucial for organizational success. Internal marketing involves strategically communicating organizational values and goals to employees, while HRM focuses on efficiently managing human resources to achieve organizational objectives. Numerous studies have shown that integrating internal marketing and HRM can enhance organizational performance by improving employee satisfaction, retention, and overall productivity. Method: This study employs a mixed-methods research strategy, combining quantitative surveys and qualitative interviews. Structural Equation Modeling (SEM) was used to test the hypotheses concerning the relationships between internal marketing, HRM, and organizational performance. Results: The SEM analysis revealed significant positive correlations between internal marketing, HRM, and organizational performance. Specifically, internal marketing positively impacts organizational performance (β = 0.35, p < 0.01), HRM positively impacts organizational performance (β = 0.40, p < 0.01), and organizational performance mediates the relationship between internal marketing and HRM (Sobel test: z = 2.50, p < 0.05). Conclusion: The findings underscore the importance of integrating internal marketing and HRM to enhance organizational performance. Effective internal marketing and HRM practices lead to increased employee satisfaction, engagement, and retention, ultimately boosting organizational success. Findings: The study confirms that a synergistic approach to internal marketing and HRM can lead to significant improvements in organizational performance. This integration fosters a cohesive work environment, enhances employee well-being, and ensures long-term competitive advantage.

Exploring ambidextrous human resource management and employee performance through the lens of managers’ ambidextrous orientation and individual ambidexterity

PurposeThe dynamic environment has necessitated searching for new ways for managing and grooming people for better performance. The purpose of this study is to explore ambidexterity in human resource management (HRM) for better management of paradoxical tensions and its effect on employee performance. Further, this research also addresses the black box in this relationship by evaluating the extraneous (managers’ ambidextrous orientation) and mediating (individual ambidexterity) variables in this relationship.Design/methodology/approachA quantitative research methodology has been used to explore the ambidexterity in HRM and its impact on employee performance. Around 470 banks have been contacted for data collection. The data have been thoroughly examined for reliability and validity. Further, it has also been checked for common method variance.FindingsThe findings revealed that individual ambidexterity mediates the relationship between ambidextrous HRM and employee performance. Further, managers’ ambidextrous orientation moderates the relationship between ambidextrous HRM and individual ambidexterity.Originality/valueThe present study makes an important contribution to the strategic HRM literature in general. The theoretical and practical implications have also been put forth for academic and practical fields. Lastly, the study contributes towards ambidexterity literature by examining it from an HRM perspective.

A human resource management performance evaluation method based on a numerical membrane computing model

A human resource management performance evaluation method based on a numerical membrane computing model

No IT Background? No Problem: Develop Your HRM Application Using Google Workspace

An organization can boost its human resource management performance by implementing digital technology. While such notion is widely acceptable, in practice, not all organizations can afford the technology. For small medium enterprises, digital technology for HRM can be costly. Neither having their own IT team nor outsourcing the project to a third party is within the budget for most SMEs. If there was any budget for digital technology, most SMEs would prefer the technology that can lower production costs and increase revenue. The author seeks a way to empower SMEs’ HR people, who usually have no IT background, with Application Development Capability, thus increasing their productivity. This situation raises 2 questions: 1) Is there any possibility of developing a digital application for employees without IT background? 2) If such a thing is possible, will the non-IT HR employees be able to learn the method and implement it in their daily activities? The literature discusses how to empower people without IT background with application development capability being still scarce. This study reveals that free Google Workspace applications can be used to create a tailor-made application. When people fill in the google form and click the Submit button, the data can be automatically processed to meet our purpose and in a couple of minutes, if not faster, the report is automatically sent to the designated email address. The second finding makes it clear that, following this method, the non-IT HR employees are able to develop HR applications on their own.

HR Risk Analysis and Employee Performance: Implications for HR Management

The COVID-19 pandemic has brought about changes in various sectors of life. One of them occurs in the system and work patterns. PT XYZ is one of the companies in Indonesia which has its role in improving the welfare of the lower-class community. During the COVID-19 pandemic, PT XYZ continued to carry out work from the office because transactions between employees and customers had to be carried out directly. This increases the occurrence of human resource risks for employees. This study aims to identify the perception of resource risk and analyze human resource management and employee performance, as well as the effect of risk and human resource management on employee performance. The data used in this study are primary and secondary, then analyzed quantitatively using descriptive analysis methods and SEM-PLS. PT XYZ is dominated by 55% are male, 46.4% are 31-35 years old, 83.6% have a bachelor's degree, 37.9% have a corporate title as cashier, 44.3% have worked 6-10 years, 60.7% have work experience, and 71.4% have experienced job rotation. Employees' perceptions of human resource risk, employee performance, and human resource management are mostly positive. The results of the SEM-PLS analysis show that the risk of human resources and human resource management has a positive and significant effect on employee performance. Meanwhile, human resource management as a moderating variable is not able to moderate or strengthen the influence of employee competence on employee performance.

Green Human Resource Management and Organizational Performance: Structural Equation Model Evidence from Nekemte Comprehensive Specialized Hospital, Ethiopia

Organizations have been more environmentally conscious in recent years, particularly since the sustainable development target was established worldwide. Consequently, scholars' attention has been drawn to the connection between green human resource management (GHRM) and organizational performance. This study aims to investigate the relationship between organizational performance and green human resource management at Nekemte Comprehensive Specialized Hospital (NCSH), a public hospital located in Nekemte City, east Wallagga zone, Oromia regional state, Ethiopia. Data was gathered using a closed-ended, five-point Likert questionnaire survey in order to meet the study's goals. All 223 questionnaire were received and analyzed using the structural equation modeling (SEM) method. Convergent and discriminant validity tests, as well as construct and composite reliability, were performed on the specified SEM model. The outcome of these tests showed that the SEM model's validity and reliability had been attained. Further, the SEM was checked for model fit indices and it was assured that the model is fit in all aspects. The SEM results revealed positive and significant effects of green reward and compensation (GRC) with a path coefficient of 0.41 (P<0.05) whereas green performance management and appraisal (GPMA) with a path coefficient of 0.48 (P<0.05) on organizational performance (OP) of Nekemte comprehensive specialized hospital. The structural model further revealed that green training and development (GTD) and green reward and compensation (GRC) have a significant effect on green performance management and appraisal (GPMA) with an estimated path coefficient of 0.49 (P<0.05) and 0.52 (P<0.05, respectively. The effect size analysis results indicated that GRC has the largest effect on organizational performance with an estimated path coefficient of 0.55 while GPMA has appeared with an estimated coefficient of 0.45 revealing a medium effect on OP. The result from the mediation analysis has indicated that GPMA has fully mediated between GTD and OP while it partially mediated between GRC and OP. From the econometric results, it is concluded that GHRM practices are positively contributing to the performance of the organization. The overall conclusion of the study is that there are limited GRHM practices that positively contribute to the performance of the hospital. The policy implication is that better organizational performance of the hospital demands the continuous effort of putting GRHM practices at the center of the organizational goal. Further, the dual contribution of GRC and the dual advantage of GPMA need to be well exploited.

The effect of total quality management practices on supply chain performance in the automobile industry

The Pakistan Industrial Technical Assistance Center (PITAC) and Pre-Start of Sales Quality Clinic (PSQC), which are all government-run organizations, failed to fulfill their responsibilities in modernizing the Pakistani automobile manufacturing industry. The automobile industry in Pakistan is one of the most significant industrial sectors, contributing approximately 3% of the country’s GDP and PKR 50 billion. Previously, scholars have discussed the use of TQM practices in different contexts, but this topic has been investigated less in the automobile industry. Furthermore, there are gaps in the literature regarding the relationships among top management commitment, customer focus, supplier quality management, human resource management and supply chain performance (SCP). The current study was designed to measure the impact of total quality management practices (TQMPs) on SCP of the automobile industry in Pakistan. Quantitative research was conducted, and a survey-based questionnaire was administered using a random sampling technique. Data from 155 senior managers representing the outlets of the automobile industry in Pakistan were analyzed using Smart PLS 4. Top management, customer focus, supplier quality, and human resource management are significant antecedents of SCP in Pakistan's automobile industry. This research addressed gaps in the supply chain literature and contributed significantly to the body of knowledge. We recommend that policymakers and practitioners implement practices to advance the SCP of the automobile industry in Pakistan. The study has novelty as unexplored area in literature was discussed by its findings. Policy and managerial implications of this research are significant to contribute to literature. The limitations of this research are discussed to provide significant insight for future directions.

Human Resource Management and Mosque Performance: A SMART-PLS

Along with the development of times and problems in an increasingly complex society, demanding the mosque must improve its performance and role concretely. Youth has a very important role in improving the performance of a mosque. The purpose of this study is to analyze the variable Strategic Human Resource Management (SHRM) and sharia financial literacy on mosque performance at the Al-Lathiif mosque in Bandung. This study used a sample of 82 respondents from the Hijrah youth community (Shift) drawn based on a purposive sampling technique. The analytical method in this study uses Structural Equation Modeling (SEM). The results showed that the value of R2 in the dependent construct in this study showed a value of 0.462 which means that the latent variable of mosque performance can be influenced by strategic human resource management simultaneously and sharia financial literacy by 46.2%, while the rest is influenced by other variables not examined in this research model. Meanwhile, SHRM with a value of 2.128 and a coefficient value of 0.012 has no significant effect because this research found that the Al lathiif mosque has not implemented SHRM formally and thoroughly. Likewise, Islamic financial literacy is influential but not significant to mosque performance.

Exploring the Innovation of Enterprise Human Resource Performance Management in the Era of Big Data

Exploring the Innovation of Enterprise Human Resource Performance Management in the Era of Big Data

The Impact of Green HRM Practices on Employee Performance: Mediating Role of Psychological Ownership in The Banking Sector of Pakistan

This paper investigates the mediating role of psychological ownership in the association between green human resource management and employee performance. The study utilized a quantitative research design based on data analysis of 980 employees from 20 commercial banks in Pakistan. Psychological ownership mediates the association between green human resource management practices and employee performance. The paper highlights the significance of green human resource management practices in fostering psychological ownership and enhancing employee performance in the workplace. For future studies, longitudinal designs with multiple sources and stages of data collection will be essential to gain a profound understanding of the relationship between the constructs. Testing across various organizational forms and cultures is recommended for a comprehensive assessment. Managers are encouraged to raise employee awareness through green human resource management practices to help employees attain a competitive edge by enriching their knowledge, skills, and abilities, enhancing their quality of life and work performance. This study contributes to the existing literature by offering a descriptive and practical elucidation of the role of psychological ownership among the employees of the banking sector in Pakistan in the connection between green human resource management practices and employee performance. The banks must recruit those individuals who have the knowledge and work for a sustainable environment, and they own their position at the workplace.

Pengaruh Green Human Resource Management terhadap Kinerja Lingkungan yang Dimediasi oleh Komitmen Organisasioanal (Studi Kasus pada PT Bank Boyolali)

This research aims to analyze the influence of green human resource management on environmental performance mediated by organizational commitment. This research is included in quantitative research. The population of this research is employees of PT Bank Boyolali. The sample collected in this research was 73 respondents. The data used is primary data where data is obtained from respondents' answers through the questionnaire that has been given. The results of this research indicate that Green Human Resource Management does not have a significant influence on Environmental Performance. Green Human Resource Management has a positive and significant influence on Organizational Commitment. Organizational Commitment has a positive and significant influence on Environmental Performance. Organizational Commitment can mediate the relationship between Green Human Resource Management and Environmental Performance.

Establishing the Nexus between Green Human Resource Management and Construction Project Environmental Performance

ABSTRACT Green resource management has been recognized as a strategy to enhance performance across industries. This study empirically examines the relationship between Green Human Resource Management (GHRM) and environmental performance in Ghana’s construction industry. Using a quantitative approach, data was collected via a comprehensive literature review and structured questionnaires. Of the 125 questionnaires distributed to construction professionals using purposive sampling, 97 were retrieved, yielding a 77.6% response rate. Data analysis was conducted using SEM-Partial Least Square (SEM-PLS).The analysis identified green induction as the most significant latent variable, followed by green recruitment and green human resource planning. Environmentally friendly construction methods were the most agreed-upon measure for environmental performance. The study found a statistically significant positive relationship between GHRM practices and project environmental performance. It suggests implementing GHRM practices, like green recruitment and induction, through policies to enhance organizational performance. This study contributes to the understanding of GHRM’s impact on the environmental performance of construction projects and provides a foundation for future research to improve human resource management.

Strategic Human Resource Management And Organizational Performance: An Investigation Of Profit-Oriented Companies In Zambia

Research Aims: The study aims to investigate the correlation between SHRM practices such as incentives and rewards, formal performance appraisal, recruitment and selection, career development, and organizational development with measures of organizational performance, including revenue growth rate, return on equity, return on assets, and profitability Design/methodology/approach: Human resources play a vital role in achieving organisational performance. A study on 169 profit-making organisations in Zambia examined the impact of different Strategic Human Resource Management (SHRM) components on performance. A quantitative approach was used, and the questionnaire was divided into three parts. A stratified random sample of 169 organisations' managers was studied. Research Findings: According to the results, managers highly recommended Incentives, Rewards, recruitment, and Selection to achieve excellence. Formal Performance Appraisal received moderate evaluation, while Career Development received the least. The study concluded that SHRM components affect organisational performance regarding revenue growth rate, return on equity, return on assets, and profitability (p < 0.01). The study recommended aligning the SHRM strategy with other activities to improve performance, focusing on recruitment. Integrating HR practices with overall strategies can bring numerous benefits to organisations. By aligning these two critical components, companies can ensure that their human resources are being utilised effectively and efficiently. Theoretical Contribution/Originality : The study provides evidence that specific SHRM components, such as incentives and rewards, formal performance appraisal, and recruitment and selection, positively correlate with organizational performance measures like revenue growth rate, return on equity, and return on assets. This research contributes to the existing literature by highlighting the importance of integrating HR practices with overall strategies to enhance organizational performance, particularly in the Zambian profit-oriented sector. Keywords: Strategic Human Resource Management, Integration, Performance

Analysis of the Role of BPK RI in Promoting Organizational Capacity Development of ASEANSAI in the Period 2018-2023

The development of international audit organizations is crucial for enhancing accountability, transparency, and integration of public sector financial management globally. In Southeast Asia, the establishment of the Association of Southeast Asian Nations Supreme Audit Institutions (ASEANSAI) is significant for fostering regional cooperation in financial auditing. The Supreme Audit Agency of the Republic of Indonesia (BPK RI) plays a pivotal role as the ASEANSAI Secretariat, supporting and developing the organization's performance. As ASEANSAI matures, organizational capacity development becomes a key challenge. This study aims to analyze BPK RI's role in enhancing ASEANSAI's organizational capacity during the 2018-2023 period, utilizing Dillen et al.'s (2019) theory of transition from managerial roles to strategic experts and Walters' (2019) theory of organizational capacity development. Employing a qualitative methodology and conducting in-depth semi-structured interviews with 18 individuals from both internal and external ASEANSAI, the study identified several suboptimal aspects in the Secretariat's role and ASEANSAI's capacity development, including human resource management, financial management, and organizational performance stability. The findings suggest that these issues stem from inadequate strategic human resource development, limited financial resources, and external environmental changes such as the COVID-19 pandemic and regional socio-humanitarian issues.

To “talk the walk” or to “walk the talk”? Employer branding and HRM synergies in small and medium-sized hotels

PurposeSome firms excel at positively presenting their employer brand (talk), while others excel at effectively implementing human resource management (HRM) practices for the benefit of the employees (walk). Which approach is more effective? Focusing specifically on small and medium-sized hotels (SMHs), this study explores the relation of employer branding (EB) and HRM practices with organizational performance (OP).Design/methodology/approachStratified sampling was used to identify 34 top management figures (owners, CEOs, and top HR managers) from SMHs across Greece. These individuals agreed to participate in in-depth, semi-structured, one-on-one interviews, focusing on their hotels’ HRM, EB, and organizational performance. The interviews were subjected to content analysis, further coupled with graphical exploration of the relations between the concepts under study.FindingsThe findings reveal a noteworthy pattern: high-performing SMHs tend to prioritize EB, particularly leveraging social media channels. This prioritization is further reinforced by the implementation of HRM practices, including extensive training and rewards. Clustering SMHs into four different levels based on their application of EB and HRM practices and the effect of these practices on OP, enables us to extend this study and gain valuable insights into the interplay of these factors.Practical implicationsThis study highlights the need for practitioners to invest in HRM practices, especially in training and rewards, while giving due attention to EB, despite the potential resource limitations SMHs often face. Importantly, when basic levels of HRM are combined with high levels of EB, OP seems to be maximized.Originality/valueBoth HRM and EB deal with the employer – employee interaction, that’s why EB in most companies is the responsibility of the HRM department. Surprisingly, academic research has treated them as distinct fields, in isolation, ignoring their combined effects. This paper is the first to conceptualize EB as communication (“talk”) and HRM as practice (“walk”) and to thus propose that a complementarity relationship between these two dynamics may facilitate OP. Additionally, this study is the first to combine content analysis with a quantitative exploration to gain more holistic and valuable insights on the topic.

Pelatihan Pengelolaan Manajemen SDM Untuk Meningkatkan Kinerja Tenaga Pendidikan

The title of this activity is "Training on Human Resource Management to Improve the Performance of Educational Personnel," conducted at SMK Lowis Sakti. The objective of this activity is to provide guidance and counseling to the Principal, Vice Principal, Administrative Staff, and Teachers of SMK Lowis Sakti regarding the basic concepts of human resource management. This counseling aims to enhance their understanding and knowledge. The implementation of this activity involves several stages, including the survey and socialization stages. During the survey stage, preparations were made by organizing the materials, setting the schedule for delivery, and conducting a survey of the activity location. Before the activity was carried out, a socialization stage was conducted, involving an initial meeting to explain the purpose and objectives of this activity to the SMK Lowis Sakti team, as well as to establish a schedule for cooperation and activities. The execution team for this activity consists of six lecturers from the Public Administration Program of ITSKes Muhammadiyah Selong. The materials presented by the community service team cover topics such as Human Resource Management, Management, Human Resource Management Concepts, Reward Systems, Education Quality, and Performance.

Human Resource Management and Employee Performance in Health Centers in Juba City

Human Resource Management and Employee Performance in Health Centers in Juba City

Pendampingan Optimalisasi Peran Sumberdaya Manusia Perusahaan Kontraktor di Banjarmasin dan Palangkaraya untuk Peningkatan Kinerja Organisasi

More than in the previous era, after the COVID-19 pandemic, companies must build effective human resource management (HRM) to improve employee performance and work culture. This condition requires an organizational form and HRM system relevant to performance needs and demands. PT Gagah Putera Satria needs to transform employees' systems, processes, and work culture to increase their performance as a company engaged in the service sector. Improving and enhancing the performance of the human resource organization is the key to the company's success in achieving the expected performance. That is why the company developed a comprehensive HRM as a major project along with the change in the form of the company, which was initially a heavy equipment rental company, shifted to heavy equipment contractors in the mining industry in Kalimantan. This assistance aims to help the company improve HRM performance. The activities include mapping the actual conditions of the problems experienced related to the company's HRM, restructuring the human resource organization, and disseminating recommendations for HRM performance improvement programs to principals and employees of the head office and project office at the site. The results of the assistance are the formation of an integrated structure of the HRM system, the operation of the human resource management process with a streamlined structure and a more effective process, and the increased managerial skills of the HRM personnel of the company.

Exploring the Relationships among HRM Investment, Strategy Implementation, and Firm Performance with Multiple Correspondence Analysis

This study visually explores the relationships among human resource management (HRM) investment, strategy implementation, and firm performance for small- and medium-sized enterprises (SMEs) in Korea. This exploratory research focuses on the significance of strategy implementation, an often overlooked factor in the relationship between HRM and firm performance, as well as HRM investment, which can enable the development of organizational capabilities. We conducted a multiple correspondence analysis to understand the interrelationship between HRM investment, competitive strategy implementation, and firm performance. We differentiated the results by group type according to the level of HRM investment, competitive strategy implementation, and firm performance. We found that firms with high HRM investment achieve the highest performance by implementing an ambidextrous strategy that simultaneously pursues cost leadership and differentiation. Ultimately, this study’s results suggest that for firms to create a competitive advantage through the strategic capitalization of human resources, long-term and continuous investment in HRM is necessary, even if short-term visible effects are not observed while the HRM system is being built, to eventually establish the organization’s capacity to support strategy execution. This study’s potential contribution is to extend the resource-based view by establishing the role of strategy implementation in linking HRM systems as organizational capabilities to performance.