Human Resource Management Research Articles

The role of Green Transformational Leadership and Green Product Innovation in Emerging Economies: Green Employee Behaviour and Green Human Resource Management as Intervening Variables

Purpose: This study is to offer a critical re-evaluation of the Green Transformational Leadership (GTL)–Green Product Innovation (GPI) relationship within SMEs in emerging economies, challenging the direct causality assumed in prior research. Theoretically, GTL, as a conceptual construct, lacks the mechanisms to produce a direct impact on GPI, a misconception widely propagated in earlier literature. As such, our study is to redirect such topical issues. In doing so, we also analysed green employee behavior (GEB) and green human resource management (GHRM) as intervening variables. Method: We distributed questionnaires into several SMEs operated in East Java, Indonesia. Result: Our empirical evidence strongly supports the proposed framework, suggesting no significant direct relationship between GTL and GPI and even showing a negative coefficient. However, when mediated by GHRM and GEB, the relationship becomes both positive and significant, indicating that these intervening variables are essential for realising the innovation potential of GTL. Furthermore, GTL partially fosters GHRM and GEB, while both GHRM and GEB positively influence GPI. These findings carry profound theoretical implications by refining the understanding of leadership’s role in sustainability practices and offering actionable insights for managers aiming to enhance green innovation through strategic HR and behavioural interventions.

Working for Jessica or Michael? Implications of gender stereotypes for job application intentions at technology startups

AbstractResearch SummaryWe examine a critical yet underexplored aspect of human resource management in nascent technology ventures: employee recruitment. Applying theories of gender stereotyping, we contend that female‐led technology startups face greater obstacles in attracting job applicants than their male counterparts. Evidence from a randomized online experiment conducted in 2020/2021 with 777 US job seekers substantiates this barrier, indicating that the disparities are partly rooted in gender‐stereotypical perceptions of female technology entrepreneurs as less competent, agentic, and warm, which contribute to less favorable assessments of their ventures' economic potential and employee empowerment potential. Startups with gender‐diverse leadership teams appear to overcome these biases. Confirmatory evidence comes from a 2024 replication study with 455 US job seekers, underscoring the need to address gender biases in the technological ecosystem.Managerial SummaryIn the competitive landscape of technology startups, attracting talent is key. Our study reveals that startups with female leaders face gender biases during recruitment, with job candidates perceiving female technology entrepreneurs as less competent, agentic, and warm—and their startup ventures as less likely to have what it takes to grow and to empower employees. Analysis from a randomized online experiment involving 777 US job seekers in 2020/2021 and a follow‐up study with 455 US job seekers in 2024 confirm such biases. Crucially, a gender‐balanced leadership team significantly counters such biases, enhancing the venture's appeal to potential hires. These insights highlight the need for technology startups to promote gender diversity within their leadership to dismantle stereotypes and attract a broader talent pool.

Examining the impact of artificial intelligence on employee performance in the digital era: An analysis and future research direction

A new era of digital transformation has begun with the rapid integration of Artificial Intelligence (AI) technology with human management, changing traditional methods to people management. Due to the unprecedented digital transitions that businesses are seeing, AI integration in Human resource management (HRM) has become a significant area of focus. This systematic literature critically examines how AI is altering the landscape of its impact on employee performance in the HRM area in the era of digital transformation. The Scopus database, where 73 peer-reviewed articles are found These are subjected to integrated methodology of Bibliometric analysis, Content analysis, Epistemological analysis and Substantive analysis to identify the emerging themes, trends and contribution of theory in the AI impact on the employee performance in digital transformation era. The results identifies the major themes a) Digital Transformation in HRM for enhancing Efficiency b) Deep learning and neural networks in HRM c) Innovation and Technology adoption in HRM and d) Human resource investments. From the epistemological analysis results “Resource Based theory,” has been mentioned highest (4 times) and shows how HRM is evolving in the context of digital change. With 3 instances each, institutional theory with empirical study is being the most common method. Substantive analysis shows the Digital Transformation, Employee Performance, Work life balance, and Organisational change are the significant criteria, whereas sub-criteria included Innovation, performance management, and Techno stress. Additionally, it investigates the challenges and opportunities arising from how AI is incorporated into HRM procedures and its implications for workforce dynamics. The study has proposed a model of 3 major criteria and 14 sub criteria for future research actions based on substantive analysis. AI integration in HRM requires strategic planning, ethical considerations, and employee well-being. Organisations that recognise these consequences and handle issues will be more prepared for AI-driven HRM.

INNOVATIONS IN HUMAN RESOURCE MANAGEMENT IN THE PUBLIC SECTOR OF UKRAINE

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

Factors Affecting the Management of Small and Medium-Sized Enterprises and Corresponding Recommendations

Abstract: Small and medium-sized enterprises (SMEs)play a crucial role in economic development. Their management methods and internal strategic decisions not only affect their own development but also influence the establishment of internal management systems within related industries. Therefore, identifying the factors that influence changes in business management methods is of paramount importance for SMEs. Additionally, due to the smaller size and scale of SMEs, they are easily affected by changes in various management factors. To mitigate risks and enhance development, SMEs must assess both individual and combined impacts of various factors. This article employs a literature review to examine SMEs comprehensively. It summarizes and analyzes existing research, identifies key management factors, and offers targeted recommendations. The research results show that human resource management, financial management, and technology management have important effects on the management methods of SMEs. All three aspects originate from the enterprise itself and continuously affect enterprise development from different angles. Therefore, this article also proposes corresponding recommendations for SMEs concerning these three aspects, in order to continuously improve enterprise management methods.

Analysis of the Impact of Employees' Own Indicators on Employee Mobility

Abstract. Nowadays, the enterprise employee turnover rate has become an important factor in measuring enterprise knowledge loss, human resource management, enterprise comprehensive competitiveness, and enterprise expenditure. Therefore, as much as possible may affect the enterprise employee turnover data and analyze the influence on employee turnover degree can maintain stable staff and increase its comprehensive competitiveness in the market economy system. Employee mobility is not only affected by corporate and macro environmental factors, such as corporate culture, incentive system, employee relations, economic environment, but also related to employees' factors, such as career development planning, job satisfaction, salary, and burnout. Research on employee mobility and its impression factors should be carried out from multiple aspects and perspectives. This paper refers to the relevant literature on the impression factors of employee mobility in the past, combines the basic data that may affect the employee turnover rate to analyze the Impact of employees' indicators on employee mobility, pre-processes the data, and presents the visual image of the data. And then the paper uses multicollinearity diagnosis to exclude the collinearity influencing variables and conduct a preliminary correlation analysis of the variables. Finally, this text establishes a regression analysis model of the related variables, obtains seven variables related to employee mobility, and gives reasonable suggestions for the enterprise research employee turnover rate.

Tackling nomophobia: the influence of support systems and organizational practices

ABSTRACT This study investigates the growing issue of nomophobia, characterized by the anxiety of being without a mobile phone, in the workplace. Utilizing the broaden-and-build theory, this research examines the impact of supportive leadership, co-worker support, Human Resource Management (HRM) practices, and affective commitment on reducing nomophobia among employees. Data were collected from 393 employees across various educational organizations. Structural Equation Modeling (SEM) was employed to test the proposed hypotheses. The findings reveal that supportive leadership significantly reduces nomophobia by enhancing HRM practices and affective commitment. However, contrary to expectations, co-worker support was found to increase nomophobia, suggesting that informal communication and social interactions via mobile devices might exacerbate smartphone dependency. HRM practices emerged as a critical factor in mitigating nomophobia, more so than affective commitment. This study contributes to the literature by highlighting the complex dynamics of workplace relationships and offering practical insights for organizations aiming to reduce nomophobia and improve employee well-being.

The Impact of HRM Practices on Employee Performance: A Study on Readymade Garments Sector in Bangladesh

This study explores the impact of Human Resource Management (HRM) practices on employee performance in the Readymade Garments (RMG) sector of Bangladesh, employing qualitative data collection methods to gain in-depth insights. As the RMG sector plays a pivotal role in Bangladesh’s economy, understanding how HRM practices influence employee performance is essential for organizational growth and effectiveness. Data were collected through semi- structured interviews with HR managers, team leaders, and employees from various RMG firms, as well as focus group discussions. The research focused on key HRM practices including recruitment and selection, training and development, performance appraisal, compensation and benefits, and employee relations. These practices were examined to understand their perceived impact on employee performance, such as job satisfaction, productivity and motivation. The qualitative analysis reveals that effective recruitment and selection practices are crucial in aligning employee skills with job requirements, leading to higher performance levels. Comprehensive training programs are valued for enhancing skills and boosting confidence, which positively affects productivity. Transparent and fair performance appraisals are seen as motivating employees and fostering a sense of achievement. Competitive compensation and supportive employee relations contribute to job satisfaction and commitment, driving overall performance. The findings indicate that while HRM practices in the RMG sector are generally effective, there are areas for improvement. This research provides actionable insights for HR professionals and organizational leaders aiming to improve performance outcomes in the RMG sector.

Governance of social attributes behind ESG concepts in business entities: an empirical evidence based on the benchmarking approach

This study examines the integration of social attributes in business entities through an empirical benchmarking approach, emphasizing the impact of labor force management on the competitiveness and sustainability of business activities. The paper discusses the economic implications of human resources management in meeting both qualitative and quantitative workforce requirements, highlighting the necessity of aligning labor costs with broader economic and social sustainability objectives. Additionally, the study explores the regulatory and voluntary frameworks influencing corporate disclosures on social and environmental impacts, particularly within the European context under the new Corporate Sustainability Reporting Directive (CSRD).

Human Resource Management Activities, Employee Retention and Turnover in Nepalese Service Sector Organizations

This study aims to examine the impact of human resource management (HRM) activities, which include employee promotion, training and development, and financial rewards on employee retention and employee turnover trends. This survey comprised managerial and assistant-level employees from commercial banks and other service businesses. The results show an influential and positive relationship between employee promotion, training and development financial rewards, and employee retention. In contrast, there is a considerable negative association between employee promotion, training and development and financial rewards, and employee turnover in service sector organizations. The retention of employees in the organization for a long time would be supportive from two perspectives: firstly, it can develop the working efficiency of the employees and secondly, employees become loyal to the organization. This greatly contributes to the efficient and successful functioning of the organization in the society. However, high employee turnover would have a negative impact on the long-term functioning of the organizations.

The influence of green human resource management on environmental performance: Exploring the differential effects of green work engagement and moral reflection

This study investigates the impact of the implementation of Green Human Resource Management (GHRM) on the environmental performance of higher education institutions from the perspective of the Ability-Motivation-Opportunity (AMO) theory. A purposive sampling approach was employed to collect 670 questionnaires from the academic and administrative staff of higher education institutions in Thailand. The findings of the research demonstrate that GHRM enhances the environmental performance of higher education institutions. Moreover, GHRM contributes to this enhancement by positively influencing employees’ green work engagement, thereby improving the environmental performance of the institutions. Additionally, employees’ moral reflection positively moderates the relationship between GHRM and green work engagement. This study aspires to construct a holistic research framework, offering new practical and theoretical insights into GHRM, which, in turn, provides meaningful guidance for the sustainable development of global higher education institutions.

How green HRM practices foster green competitive advantage through big data analytics capability and are amplified by managerial environmental concern

PurposeIn today’s business landscape, drawing upon the critical role of environmental sustainability, this study investigates the intricate relationship between green human resource management practices (GHRMP), big data analytics capability (BDAC), green competitive advantage (GCA) and environmental performance (EP), further moderated by managerial environmental concern (MEC).Design/methodology/approachThis study employs a quantitative approach using the latest version of SmartPLS 4 version 4.0.9.6 on a data sample of 467 participants representing a diverse range of manufacturing SMEs. Data were collected from managers and directors using a structured questionnaire and analyzed using structural equation modeling (SEM). This study contributes to the existing knowledge by integrating GHRMP and BDAC within the GCA framework, providing a comprehensive understanding of how these practices enhance SME`s sustainability.FindingsThe findings provide valuable insights into the manufacturing sector, aiming to enhance SMEs' green competitive advantage. Implementing GHRMP fosters environmental awareness within the workforce, and building BDAC allows for effectively translating that GHRMP into actionable insights, maximizing the potential for achieving GCA. Furthermore, recognizing MEC’s moderating role strengthens positive environmental outcomes associated with GCA. The findings confirm that GHRMP and BDAC are valuable resources and key drivers contributing to competitive advantage in sustainability of enterprises.Practical implicationsFor SMEs, our findings suggest that strategically integrating GHRMP with BDAC not only boosts environmental stewardship but also improves operational efficiency and market positioning. This research outlines actionable steps for SMEs aiming to achieve sustainability targets while enhancing profitability. This research provides actionable insights for SMEs in strategic decision-making and policy formulation, aiding SMEs in navigating the complexities of sustainable development effectively.Originality/valueThis study contributes to the existing knowledge by integrating GHRMP and BDAC within the GCA framework, providing a robust theoretical explanation of how HRM practices and BDAC help SMEs gain green competitiveness. The implication of this study reveals that SMEs implementing and integrating green HRM practices with advanced data analytics are more likely to gain competitive advantage. This study draws theoretical support from the resource-based view (RBV) theory, positing that a firm’s sustainable competitive advantage stems from its unique and valuable resources and capabilities that are difficult for competitors to imitate or substitute.

Human Resource Management Based On Islamic Values At Madrasah Aliyah Nurul Qarnain In Facing The Challenges Of The Digital Era

In order to meet the difficulties of the digital age, this study intends to examine how Islamic educational institutions apply Human Resource management based on Islamic principles.. This study uses a qualitative method with a case study approach on an educational institution that applies Islamic principles in human resource management, such as trust, justice, and excellence. The research results show that the integration of Islamic values in human resource management significantly improves the performance, loyalty, and satisfaction of educators. However, the challenges in digital literacy are still felt by most educators, even though institutions have provided regular technology training. The implementation of a collaborative culture through deliberation has proven effective in enhancing innovation and the involvement of educators in the decision-making process. The use of digital technology tailored to Islamic values, such as sharia-compliant human resource management applications, also strengthens aspects of transparency and justice in institutional management. In conclusion, Human Resource management based on Islamic values, supported by digital technology, is capable of improving performance quality and creating a harmonious work environment that is relevant in addressing the challenges of the digital era.

AN INNOVATIVE CONCEPTUAL MODEL FOR HUMAN RESOURCE MANAGEMENT IN EDUCATIONAL INSTITUTIONS BASED ON THE UTILIZATION OF DIGITAL TECHNOLOGY

Educational institutions are faced with new challenges and opportunities in human resource management (HR). This research aims to develop an innovative conceptual model in HR management in educational institutions by utilizing digital technology. This model is expected to increase the effectiveness of the management of educators and education personnel by strengthening their digital capabilities and aiding their adaptation to the rapidly evolving digital landscape. The novelty of the research lies in the innovative approach that integrates digital technology in HR within educational institutions, creating a more dynamic, flexible, and collaborative work environment in the education sector, which is still rarely fully adopted. The research offers a novel approach by addressing the gap in the field of HR, where the integration of digital tools in HR is still underdeveloped. It provides a dynamic and flexible framework that can serve as a foundation for future HR strategies in education, contributing to the modernization and digital transformation of educational institutions.

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

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

Factors Affecting Employee's Loyalty in Banking Sector: A Case of a Local Bank in Karachi, Pakistan

Employees' loyalty in the banking sector in Karachi, Pakistan remains a critical issue because less skilled employees' performances have declined its market share. Human resource (HR) management strives to create long-term relationships with employees by motivating them through salary plans, better supervision, increased motivation, and enhanced passion. This empirical study utilized qualitative phenomenology to investigate the phenomenon of loyalty and develop the model of factors stimulating loyalty among employees, enlightening the HR on employee retention, consequently. The data were accumulated through convenience sampling among employees at a local bank utilizing open-ended interviews and thematic analysis. The findings confirm that salary plans, supervision, financial rewards, and personal traits stimulate loyalty among employees while motivation and satisfaction moderate the phenomenon in consideration. The research is useful for the banking sector to keep employees loyal and build long-term relationships with them.

The Illusion of Competence: A Qualitative Deep Dive into Workplace False Performance

This qualitative paper develops an understanding of False Performance as a negative form of workplace behaviour which has received scant attention. According to the quantitative literature, which measures False Performance using the Organisational Charlatan Scale (OCS), false performers are incompetent employees who deliberately portray themselves as better able to perform in a job role than they know themselves to be capable. In this study, False Performance was explored in United Kingdom public-sector organisations for the first time, using novel focus-group methodology and grounded theory. Eight focus groups (n = 51) were conducted to explore employees’ perceptions and experiences of False Performance, with a focus on job interviews and performance appraisals. Using NVivo for analysis, five categories emerged: Co-Worker Perceptions of False Performance in the Workplace, False Performance in Interview/Appraisal Settings, The Impact of Trust on the False Performer, The Effect of False Performance on Co-Worker Morale, and Preventing False Performance in the Workplace. The results support the literature review that False Performance is a new and negative addition to the taxonomies of job performance. Human resources (HR) managers are, therefore, urged to prevent and reduce False Performance via well-designed selection processes and performance appraisals, thereby improving co-worker trust amongst employees.

An Ethnographic Study of Chinese Business Expatriates in Tanzania

This ethnographic study investigates the motivations and experiences of Chinese business expatriates in Tanzania, focusing on their life management, language proficiency, and engagement with petty corruption. Chinese expatriates’ motivation for expatriation is often pragmatic, prioritizing family-oriented well-being over individual well-being. Language proficiency is shown to mediate power dynamics and reduce information asymmetry, while petty corruption is a strategic investment to navigate bureaucracy and secure benefits, despite an imbalance in reciprocity. This study enhances our understanding of the cross-cultural experiences of Chinese expatriates in Tanzania and offers valuable insights for effective International Human Resource Management (IHRM) practices.

Ethnic diversity on boards and its interaction with gender diversity: should they have any beneficial effects on HRM?

PurposeThis study deals with the issue of how ethnic diversity on boards in a given firm may influence its performance in human resource management (HRM). Moreover, the study also tests the interaction between ethnic diversity and gender diversity and examines their joint effect on HRM.Design/methodology/approachBased on prior research, we predict that, with increasing demographic diversity in organizations today, ethnic diversity on boards should have a positive effect on HRM. Moreover, gender diversity, as a most visible dimension of demographic diversity, should have both a direct positive effect and an indirect moderating effect on the relationship between ethnic diversity and HRM. Hierarchical regression analysis was conducted to test the hypotheses.FindingsOur data analyses show empirical evidence supporting our predictions. First, our study shows that employer–employee relationship can be influenced by ethnic diversity on boards. Second, the foregoing analyses highlight the importance of considering the interaction between different dimensions of demographic diversity, such as that between ethnic and gender diversity. With a higher level of gender diversity on boards, the positive effect of ethnic diversity on HRM can become more salient.Originality/valueThis research tests the benefits of ethnic diversity on boards for improving firms’ performance in HRM, thus making a contribution by helping to understand the effects of ethnic diversity in a more comprehensive way. We also document the beneficial moderating effects of gender diversity on boards for the first time.

Impacts of human resources management strategies and practices on workers performance in construction industry: a review

Human resource management (HRM) plays a vital role in the growth and sustainability of companies and in achieving company objectives, as HRM relates to the workers’ practices and their functional roles. The main objective of this paper is to identify the HRM strategies, practices and their impact on worker’s performance in the Architecture, Engineering, and Construction (AEC) Industry. The method which was used in this study was based on three stages. After the completion of the database and web engine search, the total number of sources found were 149. Next, the sources’ titles and abstracts were reviewed and those marked as relevant to the review were chosen to be retrieved and thoroughly reviewed. The sources were chosen based on the following inclusion criteria: (a) the sources implied in HRM strategies in the AEC industry, (b) the sources released between 2010 and 2023, (c) the online sources, and (d) the English-language sources. Also, the selected sources are reviewed to extract the factors using the content analysis method which is a thorough and systematic study of the contents of a specific body of material. In addition, content analysis is carried out to extract practices of HRM strategies and their impact on worker performance. This can be followed up and observed through the figures and tables that come later. As a final result, which concludes the outputs of the previous stages which results in a first-round total of 31 HRM strategies practice but in the second-round result of reaching 39 different sources from 149 related sources. After that, discussing the most popular between them based on the appearance of it in the sources which reviewed beside that, the impact of it on worker’s performance were viewed in the AEC industry. Based on that, it was found the following 5 categories of strategies: (1) Human Resources Planning; (2) Polarization and Recruitment; (3) Training and Development; (4) Human Resources Following-up; (5) Career Planning. At the same time the most popular practices are based on appearance in sources: In terms of Human Resources Planning Strategy, “The company’s management analyses the functions accurately”. In Polarization and Recruitment Strategy, “The company’s internal resources are the best to provide its human resource needs” and “Selection and recruitment policies are in line with the company’s current and future needs”. In Training and Development of Human Resources Strategy, “The company evaluates the results of development and training programs to achieve the purpose of feedback”. In Human Resources Following-up Strategy, “There is a fair incentive system in the company”. In Career Planning Strategy, “There is a clear description of the relationship of workers to each other”. Finally, human resource management strategies and practices are one of the major players in the AEC industry, which is evidenced by its impact on the performance of workers. First published online 22 October 2024