Human Resource Function Research Articles

Employee Relations in Culturally Diverse Workplaces: A Strategic HR Perspective

This study investigates the intricacies of workforce relationships in culturally diverse organizations, highlighting the crucial function of Human Resources (HR) in creating an environment that is both welcoming and cohesive. By analysing secondary sources including academic publications, industry analyses, and practical examples, the research identifies primary obstacles and assesses successful HR tactics that boost employee contentment, reduce turnover, and enhance organizational efficiency. The results underscore the significance of intercultural education, all-encompassing policies, and culturally adept management in handling diversity. This investigation offers practical guidance for HR experts seeking to address the challenges of cultural diversity and sustain positive workforce relationships in an increasingly global business environment.

Pengaruh Beban Kerja dan Lingkungan Kerja terhadap Kinerja Pegawai Kecamatan Beji Kota Depok

The function of human resources is very important. In achieving organizational goals, it is seen as an important driving force. Only with the hard work of the organization's human resources can the company's goals be realized. This study aims to determine whether the variables of workload, work environment partially affect employee performance and to determine whether workload and work environment simultaneously affect employee performance at the Beji District Office, Depok City. This research method uses a quantitative method. The sampling technique in this study used a saturated sampling technique of 58 people. This study uses primary data and data collection techniques using questionnaires which will then be analyzed using validity tests, reliability tests, normality tests, heteroscedasticity tests, multicollinearity tests, linearity tests, multiple linear regression tests, t tests, f tests, determination coefficient tests. The results of this study indicate that workload partially affects employee performance positively and significantly, while the work environment partially does not affect employee performance positively and significantly. So it can be concluded that workload and work environment simultaneously affect employee performance positively and significantly

Ethical Dilemmas in African Human Resource Management: A Literature Review

In the African context, the management of human resources (HR) involves the navigation of intricate ethical issues influenced by a myriad of social, cultural and economic factors. This study, based on systematic literature review, scrutinized ethical dilemmas in Human Resources Management in Africa. Specifically, the study assessed the areas within HR practices that are predisposed to unethical conduct and identified the core ethical issues prevalent in organizations, thereby giving rise to ethical dilemmas. The study utilized a systematic qualitative synthesis, employing the nomothetic-based content analysis, to scrutinize data extracted from 65 journal articles. The findings delineate two primary domains in which HR practices are susceptible to unethical conduct. The first is the management of core HR functions, such as recruitment, performance appraisal and remuneration, which are vulnerable to unethical practices like favoritism and corruption. The second domain involves balancing the often-conflicting interests of employers and employees. Four primary ethical issues emerged as significant sources of dilemmas: bribery and corruption, misconduct (physical, verbal, and sexual), nepotism and discrimination. These challenges suggest a pressing need for transparent, merit-based recruitment processes and regular ethics training HR professionals to navigate the complex landscape of organizational and employee interests. Implementing gender and diversity policies is crucial in addressing discrimination based on gender, ethnicity or disability. Additionally, establishing robust whistle-blowing mechanisms can enable employees to report unethical conduct confidentially, thereby strengthening organizational integrity and fostering a more inclusive professional environment. Comprehensive ethical frameworks will not only mitigate dilemmas but also enhance the overall credibility and effectiveness of HRM practices in the African context.

Development of human resources in implementing aircraft maintenance

HR is the main factor that determines the life or death of an organization, both business and social organizations, HR planning is a science that has a specific object of study and is made a compulsory subject, both at the diploma, undergraduate and postgraduate levels. activities carried out on an ongoing basis to improve employee competence and organizational performance through training, education and career development programs. Human resource competency standards are the first door that must be passed by human resources who will be involved in the world of aviation to evaluate and analyze in the development of human resources in the field of aircraft maintenance. The method in this study uses a qualitative approach using SWOT analysis which identifies opportunities and threats that exist in the macro environment and industry as well as the company's internal strengths and weaknesses. SWOT analysis stands for (Strengths, Weaknesses, Opportunities, Threats). In this study to consider internal factors and external factors that can enhance or hinder the function of human resources in a company. Analysis that can be done by a company to accelerate the company's transition from reactive to proactive mode to improve HR strategy and function. From the test results obtained Streghts, namely the company has a Training Program for mechanics and engineers, Weaknes, namely facilities are still incomplete, mechanics are not thorough in carrying out aircraft maintenance, Opportunities have good relationships with companies, companies that have mechanics and engineers who are still young have the opportunity to add new knowledge. Threats are that larger companies offer better facilities and guarantees, companies find it difficult to find employees who have the skills that the company needs.

The Future of Work and Human Sources: an Evaluate of Rising Tendencies and Hr's Evolving Function

In the dynamic landscape of the twenty first century, the intersection of technology, globalization, and moving societal expectancies is reshaping the future of labor. This paper delves into the multifaceted dimensions of this modification, providing a comprehensive review of emerging tendencies and the evolving function of Human Resources (HR) in navigating this new generation. The rise of automation, artificial intelligence, and remote work has caused a paradigm shift in organizational systems and worker expectancies. As businesses attempt to remain competitive, the combination of superior technologies necessitates a re-evaluation of traditional HR practices. This paper explores the impact of technological advancements on task roles, skill necessities, and the overall worker revel in. Globalization has blurred geographical obstacles, fostering numerous and multicultural places of work. HR specialists are confronted with the mission of handling a group of workers that spans across different time zones and cultural contexts. The paper examines the techniques HR departments appoint to foster inclusivity, cross-cultural collaboration, and effective communication in this globalized work environment. The evolving nature of labour additionally brings forth the importance of worker wellbeing and mental fitness. As corporations understand the link between worker delight and productivity, HR plays a pivotal position in enforcing tasks that prioritize the holistic nicely-being of the staff. Furthermore, the paper explores HR's shifting position from a transactional feature to a strategic associate in organizational decision-making. HR leaders are increasingly more called upon to make contributions to enterprise strategy, aligning human capital with average corporate goals. This paper presents a ahead-searching perspective on the future of labour and the evolving role of HR. By dissecting rising developments, technological affects, and the converting expectations of the staff, it offers treasured insights for HR specialists, organizational leaders, and researchers navigating the transformative panorama of labour within the 21st century.

Adoption of HR analytics to enhance employee retention in the workplace: A review

Human resources (HR) analytics is garnering increasing interest each year and is set to play a pivotal role in the development of human resources. In the present era, numerous companies are harnessing the power of analytics to gain a competitive advantage by comprehending all the vital aspects of their workforce by enhancing employee retention through leveraging HR analytics to inform strategic HR choices. Many companies are now incorporating analytical tools into their HR function as a fact-based approach to develop relevant strategies and make informed decisions in managing their workforce more effectively. However, HR faces several challenges in implementing data analytics. Talent management commonly utilizes data analytics to enhance employee engagement, including retention rates, recruitment, job satisfaction, and happiness. This paper discusses the adoption of HR data analytics to enhance employee retention in the workplace. This study delves into the significance of HR data analytics in the realm of employee retention, aiming to assess the efficacy of data-driven decisions. A thorough examination of scholarly publications was undertaken, encompassing both indexed and non-indexed papers sourced from reputable electronic databases to gain insights into the present understanding of HR analytics and its influence on employee retention. The discussion uncovers that HR analytics has a noteworthy impact on improving employee retention in the workplace.

The Significance of Human Resource Management in Enhancing Employee Performance from An Islamic Standpoint

The primary function of management in an organization is to oversee and control the organizational structure according to the company's objectives. It involves supporting managers in their supervision and selection of personnel, facilitating efficient decision-making processes, and ensuring overall organizational orderliness. Nevertheless, the progress in developing the function of human resources is hindered by the insufficient ability of human resources to quickly adapt to technology. The objective of this essay is to determine the methodology of discovering The significance of Human Resource Management in enhancing employee performance from an Islamic standpoint. The research was conducted in a descriptive manner, utilizing literature studies and discussing the findings of earlier research. The findings of this study highlight that the objective of human resource management is to mitigate a range of unwanted outcomes, including the recruitment of unsuitable candidates, excessive employee turnover, suboptimal work performance, unproductive interviews, and other related issues. Another issue that negatively impacts the organization is that human resource management promotes a religious ideology that centers around Islamic beliefs. This implies that the objective of human resource management should be to align with the purpose of human existence, which is to consistently acknowledge and incorporate God in all aspects of one's life.

Human Resource Functions: Examining Insights from ABC Research Organization

Human resource management (HRM) functions are critical to ensuring an organization's success and sustainability. These functions encompass various activities designed to manage an organization’s employees. This paper examined human resource management functions; recruitment, training, as well as compensation to handle an organization’s most valuable asset in the face of firmness ecological challenges. Drawing on the Resources-Based and Human Capital theories, a case study design was employed in this research and the data were gathered by semi-structured interviews with three participants. Thematic analysis revealed a recruitment focus on targeted sourcing and networking, training priority placed upon mentorship and tailored programmes, as well as compensation alignment with commitment, length of service, and market analysis for an ABC organisation. It was recommended that the HRM should foster further improvement through evaluations and audits continually, enhanced bias training in audit processes and increase transparency of compensation as well as setting Key Performance Indicators (KPIs) for HR assessment.

Green Human Resource Management Practices and Environment Sustainability: From Empirical Evidence

Green human resource management, if well designed and implemented, is undeniably one of the avenues that is envisaged to contribute towards the actualization of the Sustainable Development Goals (SDGs). This paper set out to interrogate the extant literature on Green Human Resource Management (GHRM) Practices and their nexus to environmental sustainability. One of the emerging issues within business communities is the campaign of going green (GG). GHRM is a drive which helps to create a green workforce that can understand and appreciate green culture in businesses and institutions. It is paramount to note that human resource and their systems are the basic foundation of any business. It is a fact that the human resource function in an organization is responsible for planning and executing those eco-friendly policies to create a green environment. The study was mainly a desktop, where a review and synthesis of the existing empirical literature was undertaken. The main sources of the data and information for purposes of this paper were largely relevant reports, journals and books. Past writings indicate that there is a growing need for the integration of environmental management into Human Resource Management (HRM) research practice. This article pursues an integrated view of the literature on Green HRM. It examines and interrogates the current empirical literature in the area of green human resource management with a view to pointing out and synthesizing the gray areas and suggesting a way forward towards enriching knowledge and practice in the area of green human resource management. Finally, the paper suggests some key HR initiatives towards creating and nurturing GHRM practices and behaviour for environmental sustainability. This article draws together the extant literature in this area in suggesting managerial implications and research direction in GHRM. Hence, the papers demystifies the debate and discussion on GHRM and suggests new fronts that requires research focus.

Relationship between strategic management of human resources and the culture of organizational fallibility with the mediating role of information technology

Background: Strategic human resource management is the process of linking the human resource function with the strategic objectives of the organization to improve performance. This research aims to investigate the relationship between strategic human resource management and the culture of organizational fallibility with the mediating role of technology. Methods: The current study is descriptive-analytical. The information was obtained from the staff of Isfahan Health Center in 2022. The final sample of 120 health center personnel was recruited in this study by the total research method. The data was collected through a standard questionnaire and summarized through SPSS ver26 software. For statistical analysis, one-sample t-tests and Pearson's correlation coefficient were used. Results: Out of 120 people in the statistical population, 31.9% were men. The correlation coefficient between strategic management of human resources and the culture of organizational fallibility was significant and p = 0.043, which shows the significance of this relationship. Conclusion: In the strategic management of human resources based on the culture of fallibility and information technology, a direct and meaningful relationship was observed between the culture of organizational fallibility and the strategic management of human resources. It is possible to improve the organization's performance by increasing the culture of error tolerance and its positive impact on the strategic management of human resources.

Creating Sustainability Through Talent Management Improvement: PT USAHA DAGANG INDONESIA

This study analyzes the Human Resource (HR) challenges at PT Usaha Dagang Indonesia (ExportHub.id), a private company dedicated to promoting Indonesian products globally through a digital export ecosystem. Despite having a clear vision and mission, PT UDI faces significant HR issues, particularly in planning, recruitment, and people development. The company lacks defined values, a comprehensive HR roadmap, and structured job descriptions, resulting in high employee turnover and unclear career paths. Competency development and performance management systems are underdeveloped, leading to subjective performance evaluations and inadequate career development strategies. Interviews with HR personnel and an examination of internal and external factors revealed these issues. Recommendations include transforming HR functions from administrative to strategic, developing a comprehensive HR roadmap, and implementing objective performance management and career development programs. These strategies aim to enhance HR efficiency, retain talent, and align HR practices with the company's vision, mission, and business goals.

Enhancing Faculty Satisfaction and Performance in Higher Education: The Transformative Role of HR and Technology Integration

Abstract This study investigates the role of Human Resources (HR) strategies and technology integration in enhancing faculty satisfaction and performance at Kuwait's private higher education institutions (HEIs) amidst perceived institutional challenges. It investigates three key factors: technology use in performance evaluation, human resources' role in adapting to global educational shifts, and faculty views on institutional challenges. By surveying 60 faculty members and employing statistical techniques to investigate the relationships between these variables and faculty satisfaction, significant correlations were found between faculty satisfaction, technology integration, and HR's strategic initiatives. Statistical analysis revealed no significant impact of perceived institutional challenges on faculty satisfaction; this unexpected result suggests that faculty satisfaction within the examined HEIs may be more directly influenced by proactive technology and HR strategies than by the challenges these institutions face. Ultimately, the research proposes a new paradigm for HR in the educational sector, emphasizing the necessity of a dynamic and strategic HR function to achieve sustainable excellence and create an environment where faculty members feel valued, supported, and motivated. This approach is essential for navigating the challenges of a VUCA (Volatile, Uncertain, Complex, Ambiguous) world, suggesting further research to investigate additional factors influencing faculty satisfaction and to refine the proposed model.

Digital technologies in personnel management

This paper examines the pivotal role of digital technologies in the transformation of personnel management within contemporary enterprises. As businesses increasingly emphasize efficiency, adaptability, and innovation, digitalization in human resources (HR) management is becoming indispensable. The integration of cutting-edge technologies such as Artificial Intelligence (AI), Big Data, Machine Learning (ML), the Internet of Things (IoT), and 5G within HR processes stands at the forefront of this transformation, enhancing productivity and fostering sustainable organizational development. The study focuses on several critical aspects of HR digital transformation including recruitment, employee development, performance evaluation, and engagement strategies. It systematically examines the impact of digital technologies on these HR functions and assesses how they contribute to creating a more effective work environment. The research underscores the potential of digital tools to not only streamline HR processes but also to enhance employee satisfaction and organizational efficiency. Empirical evidence from leading companies that have successfully integrated digital HR solutions suggests significant cost reductions and improved operational efficiency. The paper analyzes these cases to identify the benefits and challenges associated with HR digitalization. It further discusses the implications of these technologies on corporate culture and the overall workforce management. Ultimately, this article provides a comprehensive overview of the challenges and opportunities presented by HR digitalization. It offers insights into effective strategies for implementing digital transformations in HR processes, based on practical examples from industry leaders. The findings aim to assist organizations in making informed decisions about optimizing their HR operations through digital technologies, thereby enhancing their overall effectiveness and adaptability in the digital era.

HUMAN RESOURCES STRATEGY TO IMPROVE HR COMPETENCIES

Employees are the most valuable asset of an organization, so to enhance their performance it is necessary to pay attention to their learning. Training and development programs help organizations to build a skilled and competent workforce in order to maintain a high level of competency and to survive in a dynamic business environment. This study was conducted with the aim to investigate the effectiveness of training and development on employee performance at JK Paper Ltd, Songadh. The research employed descriptive analysis. Primary data was collected through distributing questionnaires to 100 employees, who were selected through the random sampling technique. Findings reveal that overall training and development has a significant impact on employee’s performance. It helps the organization in reducing employee turnover, increasing the productivity of employees, and contributing to higher financial returns for the organization. The study suggests that there is a need for improvisation in identifying the area where training needs have actually generated and salary structure should be revised at a regular interval of time. In the last few years, many human resource functions have strived to reinvent themselves through new visions, strategies, structures, processes, and systems. However, to sustain the transformation of human resource functions, HR professionals must develop and demonstrate a new set of competencies to fulfil their changing roles and responsibilities. Based on in-depth interviews with ten senior HR executives, this article proposes a HR competency model which is both generic (i.e., able to encompass the key competencies that are frequently used by companies in different industries) and specific (i.e., able to highlight the competency differences in various HR roles). As our research indicates only 10-35% of HR professionals possess the required new competencies, this article also reviews and discusses ten strategies that ten prominent companies use to bridge the competency gap of their HR professionals. Important levers for competency development include planning and assessment, communications, performance management, training, and development. Keywords: Training, Development, Employee performance, Organization.

A typology of AI-based tasks for the HR function

PurposeThis paper aims to elucidate the keys transformations of human resources (HR) tasks amid the age of artificial intelligence (AI).Design/methodology/approachThis paper synthesizes recent theoretical and empirical research on the topic of AI and human resource management to establish a typology of AI-based HR tasks.FindingsHR jobs will revolve around three types of tasks in the age of AI: mechanical, thinking and feeling.Originality/valueAI radically changes HR function and it becomes essential for organizations to clearly define the purpose of using AI, its role and the context of its use in tasks. Strategic value of the HR function will lie in its future reorientation toward feeling tasks. HR managers need to possess the knowledge, skills and abilities to adapt to these tasks and ensure the responsible use of AI.

The Impact of COVID-19 on Selected Human Resource Management Functions: Recruitment & Selection, Talent Management and Performance Management

The primary objective of this investigation was to assess the influence of the COVID-19 pandemic on the realm of human resource management. Due to the limited existing research in this area, the researcher conducted this study to contribute to the existing literature and provide guidance for organisations and human resource managers. Employing a qualitative approach, this paper conducted a literature review to gather data and utilized thematic data analysis for data interpretation. The results indicate that the COVID-19 pandemic has had and continues to have significant effects on three core human resource functions: recruitment and selection, performance management, and talent management. The transition to remote work has led to the digitization of recruitment and selection processes, posing challenges for HR professionals in managing performance. Additionally, the evolving landscape has underscored the importance of talent management as a critical function for organisational success.

Human resource business partner role in respect to internal corporate social responsibility: The case of banking sector

BACKGROUND: For last decade, human resource (HR) function has had to move from its traditional operational, administrative role towards a more strategic role. In the light of transformation and drawing upon business partnering concept (the most well-known Ulrich model), a new formal position of an HR business partner, who acts as an HR subject-matter expert for the leaders of that particular business, has been established in some organisations. Although previous literature suggests the involvement of human resource management (HRM) in the development and implementation of socially responsible business activities, there is a lack of evidence on HR professionals’ role regarding internal corporate social responsibility (CSR), which implies behaviour towards employees. OBJECTIVE: To reveal the role of an HR business partner while developing and implementing internal CSR activities. METHODS: Qualitative research; semi-structured interviews with employees working as HR business partners in the banking sector were conducted. RESULTS: The results revealed a significant HR business partner role in addressing internal CSR, in terms of work-life balance (WLB), diversity and inclusion, learning and development, and psychological and physical well-being. CONCLUSIONS: The research results expand the knowledge on the link between HRM and internal CSR. Moreover, the findings have significant implications encouraging organisations to empower HR professionals to act within the internal CSR field.

Can The Zambian Insurance Industry Use Internal Hire Versus External Hire As A Strategic Tool?

This study aimed to assess the efficacy of internal and external hiring practices as tools for strategic human resource management in the Zambian Insurance industry. The investigation analyzed the strengths and weaknesses of both internal and external hiring strategies, with a specific focus on their impact on organizational performance and employee development. Through an extensive examination of existing literature, interviews with industry professionals, and a survey of senior executives responsible for recruitment and selection processes in the Zambian Insurance sector, the study gathered data from a sample of both large and small insurance companies operating in different regions of Zambia. This ensured that the entire industry was represented. The study provided valuable insights into the strategic considerations and outcomes of internal and external hiring in this specific context, enhancing our understanding of effective human resource management practices in the Zambian Insurance industry and offering recommendations for improving talent acquisition strategies. The study also looked at the possibility of turning the human resource function in the surveyed industry from a 'day-to-day' issue to a more strategic aspect of the business through a comprehensive hiring plan and the use of internal recruitment with employee retaining strategies. In conclusion, the research findings suggest that the Zambian insurance sector has the capability to utilize both internal and external candidates as a strategic approach. The decision to choose between internal and external hiring is influenced by various factors, including financial considerations, the immediate need to fill a vacant position, the desire to bring in fresh expertise, and the compatibility with the company's culture. Internal hiring offers several advantages for the Zambian insurance industry, such as cost savings, reduced recruitment time, and the ability to foster employee growth and loyalty within the organization. Conversely, external hiring brings in new perspectives, skills, and experiences that may not be readily available internally.

Companies should care about the health troubles of their employees. The results of a French survey on medically assisted reproduction (MAR)

Several factors can deeply affect employees’ quality of life at work. Work-life balance, subjective well-being and job satisfaction are three of these factors and it is in the best interest of companies to handle these topics carefully. This is a sine qua non condition of the strength and the quality of relationships with employees. It is also a source of confidence for employees, especially where this is being mediated through Human Resource (HR) processes. Our article studies the quality of life at work in the particular context of an MAR healthcare pathway that exacerbates the consequences for employees. Our work with hundreds of people enduring an MAR process shows that depending on whether firms take this situation into account or not, employees will feel either well-being or ill-being and will have different burnout or job satisfaction levels. All these variables influence their commitment and job performance. These links between a healthcare pathway and quality of life at work on the one hand, and between the quality of work and performance on the other hand, should lead employers to support employees in a personal vulnerable situation. The strength and the quality of the support provided by the HR function and the management is therefore a key point in the level of confidence that exists between firms and their employees.

THE STUDY ON IMPACT OF ARTIFICIAL INTELLIGENCE IN HUMAN RESOURCE MANAGEMENT PRACTICES

In the present era of innovation, Artificial Intelligence (AI) has opened up tremendous opportunities in the workplace through robotics innovation, which envelops AI. Precision, Efficiency, and Flexibility are considered the potential benefits of Industry. The implementation of Industry requires a lot of changes, including the Human Resource (HR) function. In Industry, the HR capability is more critical and gives an upper hand to the organization. The HR capability should be more cautious and adaptable to adjust to the difficulties and requirements. This thesis study the contributions of AI in HR digitalization and practices in Industry. HR experts working in Information Technology (IT), Manufacturing, and administration are selected to participate in this review focusing on five AI applications in HR capability and three elements of HR readiness. The information collected was examined utilizing the different Microsoft word tools, excel formulas, and other mathematical formulas. The results uncovered that hierarchical organization examination is a fundamental part of acquiring sustainable development. Adaptability and human asset capability are upheld by each of the five components of AI application areas of HR. Well-being and Safety improvement were viewed as vital components under the AI application in HR. Detailed analysis of the need of artificial intelligence in human resource. The various AI tools to be used by this sector to enhance the organization, and finally check the improvement and growth in the organization with the introduction of AI in human resource management. Keywords- artificial intelligence, human resource management, healthcare industry