Human Resource Management Performance Research Articles

Enhancing entrepreneurial strategy skills in Saudi universities employees: The impact of psychological capital

Psychological capital is recognized as a positive and unique factor that plays a crucial role in human resource development and performance management. It has the potential to increase employees’ efforts towards achieving organizational goals and improving their entrepreneurial strategy skills. The objective of this study was to examine the contribution of psychological capital in enhancing the entrepreneurial strategy skills of employees in Saudi universities. The study employed a descriptive approach, specifically utilizing the survey study method. The study sample was intentionally selected from different categories within the study population. Data was collected from 530 participants using two questionnaires. The findings revealed that employees exhibited an average level of psychological capital, while their practice of entrepreneurial strategy skills was rated as poor. The study also demonstrated that psychological capital significantly contributes to enhancing employees’ entrepreneurial strategy skills. Furthermore, statistically significant differences were observed in the psychological capital of employees across certain variables, such as personal and functional aspects. The average level of psychological capital among employees indicates the need for further development in this area. By focusing on enhancing psychological capital, organizations can effectively improve the entrepreneurial strategy skills of their employees. It is clear that investing in the psychological capital of employees can lead to significant improvements in their entrepreneurial strategy skills. This highlights the potential for organizations to foster a more entrepreneurial mindset and approach among their staff members. Additionally, the study’s findings underscore the need to tailor interventions and development programs to address specific aspects of psychological capital that may vary across different employees. Overall, the study emphasizes that psychological capital is a valuable resource that should be nurtured and developed within the organizational context. By doing so, organizations can not only enhance the entrepreneurial strategy skills of their employees but also cultivate a more resilient, motivated, and engaged workforce. This has the potential to contribute to the overall success and innovation of Saudi universities and similar institutions.

Emotional Intelligence: Catalyst for enhanced human resource management performance

This study investigates the pivotal role of emotional intelligence (EI) in optimizing human resource management (HRM) outcomes. Through a mixed-method approach combining quantitative surveys and qualitative interviews, the research explores the correlation between EI competencies and various HRM effectiveness metrics. Findings reveal a significant positive relationship between EI levels among HR professionals and key performance indicators such as employee engagement, leadership effectiveness, and conflict resolution. Furthermore, qualitative insights underscore the nuanced ways in which EI influences HRM practices, emphasizing its role in fostering empathetic communication, facilitating constructive feedback, and mitigating workplace tensions. These results have profound implications for organizational HR strategies, suggesting the integration of EI development programs into HRM training initiatives. By cultivating EI competencies among HR practitioners, organizations can enhance their capacity to nurture a positive work environment, foster stronger employee relationships, and ultimately achieve greater organizational success.

Adoption of Blockchain Technology for Data Management of Human Resource Demands in Organizational Enterprises

Human resource data accuracy has become a significant factor in assessing the effectiveness and performance of human resource management (HRM) in businesses. Numerous human resource hazards originating from asymmetric information continue to cost firms money and even put companies out of business despite the rapid progress of mobile technology and Internet technology. Blockchain is a transaction platform that makes use of the immutability qualities of immutable data records. Because of the dispersed nature of this technology, it has a broad variety of applications in numerous industries. Seeing the potential of this new technology, we picked the HRM sector since this data must be kept private and secret while still having great research value. This research presents a unique blockchain-based encryption method for establishing an HRM data method that decreases the danger of HRM data integrity. The data is authenticated using smart contracts, and data is encrypted using the proposed Improved Identity-based blowfish encryption algorithm (IIBEA) with Particle Swarm Optimization (PSO). New blocks are verified using the Proof of Work (PoW) consensus process. The suggested model's metrics are examined and compared to traditional encryption approaches. This model solves the lack of difference in the authenticity of HRM information, and it will give real and effective information to the HRM of organizational companies.

Moderating effect of dynamic capabilities on the relationship between lean practices and operational performance

Purpose The view that dynamic capabilities theory can help explain how lean organizations improve has been put forward by scholars. However, there is still a lack of research on the matching relationship between the application of lean practice and the internal elements of enterprise organization from the perspective of dynamic capabilities. The purpose of this study is to validate the moderating effect of dynamic capabilities on the relationship between lean practices and operational performance. Design/methodology/approach This study used the method of survey and empirical research to collect sample data from 263 enterprises in China. Through literature review, this study put forward the moderating hypotheses around dynamic capabilities, lean practices and operation performance and used the method of regression analysis to validate these hypotheses. Findings The results showed that dynamic capabilities have a partially moderating effect on the application of lean practices. Specifically, dynamic capabilities have a significant moderating effect on the relationship between just-in-time, total quality management, total preventive maintenance and operational performance, while dynamic capabilities have no significant moderating effect on the relationship between human resource management and operational performance. Originality/value The research conclusion complements and enriches the lean practices literature from the perspective of dynamic capabilities. Existing studies mainly focus on the moderating role of external environmental factors, while there is a lack of empirical research on the role of dynamic capabilities in lean practices literature. The research results will help enterprises further understand the matching relationship between lean practices and dynamic capabilities and then improve the success of lean practices application.

Demystifying the relationships among green HRM, green work engagement, green innovation and environmental performance: a serial mediation model

Purpose This study aims to demystify the mediating mechanism behind the relationship between green human resource management (HRM) and an organization’s environmental performance with the support of resource-based view theory and social exchange theory. Specifically, this study investigates the sequential mediation of green work engagement and green innovation on the direct effect of green HRM on environmental performance. Design/methodology/approach This quantitative study collected data from 311 employees working in various Indian manufacturing firms using an online survey. Structural equation modeling was used to determine the model fit of the serial mediation model, and PROCESS macro was used to test the hypotheses. Findings The findings of the study revealed the following important results. First, green HRM positively affects an organization’s environmental performance. Second, green work engagement mediates the effect of green HRM on environmental performance. Third, green innovation mediates the effect of green HRM on environmental performance. Fourth, green work engagement and green innovation sequentially mediate the green HRM–environmental relationship. Practical implications This study offers the following practical implications. First, it improves the managerial comprehension of the processes in enhancing environmental performance. Second, it implies that managers need to implement green HRM in their organizations as they play a pivotal role in improving employees’ green work engagement, organizations’ green innovation and environmental performance. Originality/value The present study is one of the primary research works that examined the serial mediating effect of green work engagement and green innovation in the relationship between green HRM and environmental performance. This study enriches the existing literature on green HRM and environmental performance by uncovering the mediating mechanism of green work engagement and green innovation.

Beyond ethics: How perceived organizational support amplifies the impact of ethical HRM on employee commitment and performance

This study explores the dynamic relationship between ethical human resources management (HRM) strategies, the level of commitment an employee feels towards their organization, and their job performance, paying particular attention to how employees’ perceptions of the support they receive from their organization can influence these interactions, especially during challenging times. Drawing on a sample of full-time non-executive Indonesian employees, the research employs descriptive statistics for initial data analysis, followed by structural equation modeling (SEM) to test the proposed hypotheses rigorously. The investigation reveals a positive relationship between ethical HRM and employee performance (EP) and organizational commitment (OC). Additionally, OC emerges as a pivotal mediator in the ethical HRM-EP link. Notably, employees’ organizational support perception (EOSP), often assumed to enhance positive organizational outcomes, displays a surprising negative moderating effect when combined with OC, suggesting a more intricate relationship than traditionally posited. These findings enhance our comprehension of how ethical HRM practices function in times of crisis, questioning conventional beliefs regarding the influence of organizational support. The study’s methodological approach, combining descriptive and advanced statistical analyses, provides a robust framework for understanding these complex relationships. This research holds significant implications for HRM practices, particularly in crisis response and management, indicating a need for nuanced support strategies that reflect the complexity of employee-organization dynamics.

Green human resource management and green performance in the wine industry: the mediating role of employee well-being

Purpose This study aims to focus on analysing the impact of green human resource management (GHRM) on the green performance (GP) of Spanish wineries, as well as the mediating effect of employee well-being (EW) on this linkage. In addition, age, size and membership in a protected designation of origin are introduced as control variables to increase the precision of the cause-effect relationships examined. Design/methodology/approach The study proposes a conceptual model based on previous studies, which is tested using structural equations partial least squares structural equation modelling with data collected from 196 Spanish wineries between September 2022 and January 2023. Findings The findings of the research reveal the existence of a positive and significant relationship between the GHRM development and the GP of Spanish wineries, as well as the partial mediation of EW in this association. Originality/value The uniqueness and significance of this study can be attributed to several crucial factors. First, it enhances the understanding and knowledge regarding the advantages associated with GHRM development. Second, no prior research has conducted a comprehensive study on GHRM as a catalyst for GP within the context of Spanish wineries. Third, to the best of the authors’ knowledge, no previous study has analyzed the mediating role of EW as a mediator in the relationship between GHRM and GP of wineries.

Unleashing Synergies: Interplay between Human Resource Management, Strategic Marketing, and Corporate Financial Performance

This research explores the confluence of Human Resource Management (HRM), Strategic Marketing Management (SMM), and Corporate Financial Performance (CFP), offering a comprehensive understanding of their synergistic effects on organizational success. The study provides empirical evidence supporting the theory that a strategic blend of HRM and SMM is instrumental in enhancing financial performance. Efficient HRM practices, which improve productivity and innovation, coupled with effective SMM strategies that strengthen market positioning and revenue flows, are shown to be significant drivers of sustainable financial growth. The managerial implications of this integration are profound, underscoring the need for business leaders to consider investments in human resource development and strategic marketing as pivotal to the company's long-term success rather than as mere departmental functions. Through a quantitative analysis using SMARTPLS with a sample size of 150, the research contributes to management literature by highlighting the often-overlooked functional interconnections between HRM and SMM divisions. It challenges the conventional compartmentalization of these functions and advocates for a more integrative approach within corporate strategies. The findings indicate that companies embracing this integrated approach tend to report superior financial performance. This study addresses a gap in existing literature by demonstrating the collective impact of HRM and SMM on CFP across various industries, organization sizes, and cultural contexts, emphasizing the strategic amalgamation of these practices as a source of competitive advantage and financial enhancement.

The relationship between strategic human resource management, green innovation and environmental performance: a moderated-mediation model

This study investigates the impact of strategic human resource management (SHRM) on fostering green innovation and enhancing environmental performance among employees in the Asia-Pacific region. In the context of intensifying competition in the industrial sector, it is essential to understand how SHRM influences employees’ innovative capabilities and their alignment with environmental goals. Our research suggests that effective SHRM strategies can significantly increase self-efficacy and stimulate green innovation, thus reinforcing the alignment between individual and organizational environmental objectives. To empirically test these hypotheses, we conducted a survey of 487 employees and used Smart-PLS 4.0 for structural equation modeling. This method allowed us to examine both the mediating and moderating effects within our model. The results indicate that self-efficacy mediates the relationship between SHRM practices and green innovation, while person-organization fit significantly moderates the relationship between green innovation and environmental performance. This study offers novel insights into how SHRM can promote environmental consciousness and innovation within organizations. By underscoring the roles of self-efficacy and person-organization fit, our research enriches the broader scholarly dialog on strategic human resource management and its environmental implications.

Research on Employee Performance Management Method Based on Big Data Improvement GWO-DELM Algorithms

INTRODUCTION: Accurate and objective human resources performance management evaluation methods are conducive to a comprehensive understanding of the real and objective situation of teachers, and are conducive to identifying the management, teaching and academic level of teachers, which enables teacher managers to have a clear understanding of the gaps and problems among teachers. OBJECTIVES: Aiming at the current human resources performance management evaluation method, there are evaluation indexes exist objectivity is not strong, poor precision, single method and other problems. METHODS: This research puts forward an intelligent optimisation algorithm based on the improvement of the depth of the limit of the learning machine network of human resources performance management evaluation method. (1) Through the analysis of the problems existing in the current human resources performance management, select the human resources performance management evaluation indexes, and construct the human resources performance management evaluation system; (2) Through the multi-strategy grey wolf optimization algorithm method to improve the deep learning network, and construct the evaluation model of the human resources performance management in colleges; (3) The analysis of simulation experiments verifies the high precision and real-time nature of the proposed method. RESULTS: The results show that the proposed method improves the precision of the evaluation model, improves the prediction time. CONCLUSION: This research solves the problems of low precision and non-objective system indicators of human resource performance management evaluation.

Human resource analytics, creative problem-solving capabilities and firm performance: mediator moderator analysis using PLS-SEM

PurposeBased on resource-based and dynamic capabilities theorizing, this study explores how human resource analytics (HRA) can improve human resource management (HRM) performance and organizational performance, with creative problem-solving capability (CPSC) as an underlying mediator for creating value from HRA. It also explores how data quality and HRA personnel expertise act as moderators in this relationship.Design/methodology/approachHypotheses are tested in an empirical study including 191 firms using partial least square structural equation modeling technique.FindingsThe findings confirm the direct and indirect effect of HRA use and maturity on HRM and organizational performance, as well as the mediating role of CPSC. HRA personnel expertise was found to moderate the relationship between HRA and CPSC, data quality being an important factor.Originality/valueThe findings contribute to the sparse evidence of value creation from HRA use/maturity on HRM and organizational outcomes, providing a theoretical logic of resource-based view and dynamic capabilities view based on the underlying causal mechanism through which HRA creates value. The study identified complementary capabilities which when combined with HRA use/maturity and CPSC result in value creation.

A review of human resource management practices and their impact on school performance (2012–2022)

<p align="justify">The purpose of this study was to investigate the published literature on human resource management and school performance from January 2012 to December 2022. Numerous literature evaluations have been conducted on human resource management and organizational performance, but school or teacher performance has received less attention than organizational performance. The PICOC (population, intervention, comparison, outcome, and context) technique is integrated into each stage of the PSALSAR framework to assure the study’s objective and comparability. This in-depth research is conducted in three stages: identifying pertinent keywords, screening pertinent papers, and selecting pertinent publications for review utilizing the PRISMA (Preferred Reporting Items for Systematic Reviews and Mata Analysis) technique. This made a final database with 44 publications that met the study’s requirements for inclusion. This study reveals that HRM practices and school performance are correlated. The results of the research identify the eight most essential HRM practices for improving school performance, which included planning, organizing, recruitment and selection, training and development, performance management, employee relations and involvement, reward and compensation, health, safety, and work-life balance. Leadership style, motivation, satisfaction, productivity and task performance, competency, culture and climate, empowerment, and commitment were among the performance-influencing elements.</p>

Green human resource management and environmental performance among hotels

The present study explores the connection between green human resource management (GHRM) and environmental performance (EP) directly and indirectly through employees’ eco-friendly behaviour (EFB), environmental values (EVs), and green passion (GP). The study used a quantitative strategy based on the studies of Paillé et al. (2014) and Liu et al. (2023). We collected 288 usable cases through an online questionnaire. Using SmartPLS 4, the findings confirmed a significant positive effect of GHRM on EFB, EP, and EVs. On the one hand, GHRM is found to be a negative predictor of GP. Moreover, factors such as EFB and EVs positively affect EP, but GP negatively affects EP. Furthermore, mediating analysis shows a positive significant mediating effect of EFB and EVs in developing the association between GHRM and EP. On the other hand, GP negatively mediates the positive connection between GHRM and EP. The study overcomes the gaps by providing a robust theoretical framework that integrates the GHRM, EFB, EVs, and GP directly and indirectly towards EP. The study also offers the original contribution by providing empirical facts from Egyptian green hotels.

Experimental analysis on microstructure, mechanical properties, and corrosion behavior of TIG welded AISI 444 ferritic stainless steels

This study examined the nexus between electronic human resource management (e-HRM), employee engagement and organizational performance in small- and medium-sized Saudi firms. In total, 180 participants were randomly selected using convenience sampling. Structural equation model-partial least squares SEM-PLS, was applied for analysis purposes. The outcomes of this study show that there is no statistically significant relationship between organizational performance and e-HRM. E-HRM and employee engagement, as well as employee engagement and organizational performance, have a strong beneficial association. The results highlight the necessity of establishing efficient E-HRM procedures as a strategy to raise employee engagement and promote organizational performance.

Gray correlation analysis of strategic human resource management and corporate performance

Abstract In today’s competitive business landscape, effective human resource management (HRM) is pivotal for the growth and performance of enterprises. This study uses gray correlation and multiple regression analyses to investigate the connection between HRM practices and corporate performance. We developed an evaluative framework to assess the impact of strategic talent management on company outcomes. Survey data were analyzed to unveil the dynamics between HRM variables and corporate performance. Our findings highlight a significant relationship between employee recruitment, incentive programs, promotion pathways, and an innovative culture with corporate success, with p-values less than 0.01. Notably, stock options (0.354), bonus schemes (0.325), and promotion opportunities (0.331) show the strongest correlations. The gray correlation analysis further indicates that the HRM-performance linkage in three surveyed companies exceeds 0.7%, underscoring HRM’s vital role in enhancing enterprise performance. This research presents gray correlation analysis as an effective tool for businesses to evaluate the impact of their HRM strategies on performance.

Application of artificial intelligence in enterprise human resource management and employee performance evaluation

Application of artificial intelligence in enterprise human resource management and employee performance evaluation

Strategic Human Resource Management and Organizational Performance: An Investigation of Profit-Oriented Companies in Zambia

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. The first part collected demographic data, the second part collected information about SHRM components such as Incentives and Rewards, Formal Training System, Recruitment and Selection, Formal Performance Appraisal, Career Development, Internal Career Opportunities, and Organization Development, and the last part collected information about organisational performance. A stratified random sample of 169 organisations’ managers was studied. 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. This can lead to improved productivity, increased employee engagement, and greater success. Therefore, it is important for organisations to carefully consider the advantages of integrating HR practices with their overall strategies and operations.

Researching approach toward circular economy on human resource performance management

BACKGROUND: The Industry 4.0 and 5.0 models are dynamic, still under research and unsolved implementation for industrial manufacturers. The paradigm “Green Deal” goals launched by the European Commission is apparently difficult to define concrete action plans. The good practices of the manufacturing industry are punctual. The health crisis of COVID-19 proves the necessity of a solid economy, with customized fields of industry-engines, located on countries proximity or associated. The productive operational chain with a multi-sequence activity processed by human labor becomes critical. OBJECTIVE: The paper aims to identify Industry 4.0 and 5.0 concepts in both scientific character and pragmatic relevance, useful for productive organizations performing in the current business with difficult predictability environment. METHODS: The methodology approach the grounded theories, combining the inductive and deductive methods. Next to the data collection provided from other authors research, a qualitative method apply to several case studies as empirical methodology to explore the situations in which the designed model has not a single set of outcomes. RESULTS: The principles CE become useful by transferring their meaning of waste reduction from material resources to human resources whether measuring tools are applied. I4.0 and I5.0 technical factors become means to recuperate the human factor within a culture of human centricity values. CONCLUSIONS: By applying the CE principles, a mutual benefit organization-society is revealed, organization add values by hiring smart specialist from society I5.0 previously trained by organizational professional reconversion with technical support I4.0. The contribution is measured by reducing the waste, hence the cost of community unemployment rate.

Retracted: Relationship Model between Human Resource Management Activities and Performance Based on LMBP Algorithm

Retracted: Relationship Model between Human Resource Management Activities and Performance Based on LMBP Algorithm

From Practice to Performance: the Experience of Hotels in Adopting Strategic Human Resource Management Practices in the Upper West Region of Ghana

The study examined hotels' experiences with strategic human resource management practices and performance. The study adopted the best-fit approach and contingency approach. The study sampled 50 managers and manageresses using convenient sampling approaches, and 7 key informants were interviewed to probe further information received from hotel managers via questionnaires. The study used a combination of methodologies. The study shows that human resource management strategies have a favourable effect on hotel performance in terms of productivity, recruiting and training, retention, customer happiness, job descriptions, feedback, and performance evaluation. There are no variables in the management practices, indicating that they are insignificant and have no effect on performance. To ensure quality performance, hotels should improve their execution of strategic human resource management.