Human Resource Management Practices Research Articles

Retraction notice: Impact of high-performance work practices in human resource management of health dispensaries in Qassim Region, Kingdom of Saudi Arabia, towards organizational resilience and productivity

Retraction notice: Impact of high-performance work practices in human resource management of health dispensaries in Qassim Region, Kingdom of Saudi Arabia, towards organizational resilience and productivity

How does knowledge based human resource management practices enhance organizational performance? The mediating role of knowledge workers productivity

This research aims to investigate the impact of knowledge-based human resource management (KBHRM) practices on organizational performance through the mediating role of quality and quantity of knowledge worker productivity (QQKWP). The data were collected from 325 employees working in different private universities of Pakistan by using convenience and purposive sampling techniques. The quantitative research technique was used to perform analysis on WarpPLS software. The result revealed that only knowledge-based recruiting practices have a positive and significant direct effect on organizational performance. While knowledge-based performance appraisal practices, training and development practices and compensation practices all were insignificant in this regard. However, through mediator QQKWP, the knowledge-based recruiting practices (KBRP), knowledge-based training and development (KBTD), and knowledge-based compensation practices (KBCP) all were positively and significantly influencing organizational performance but only knowledge-based performance appraisal (KBPA) was insignificant in this mediating relationship. Lastly, the current study provides useful insights into the knowledge management (KM) literature in the context of private higher educational institutes of developing countries like Pakistan. The future studies should consider the impact of KBHRM practices on knowledge workers’ productivity and firms’ performances in the context of public universities.

Human Capital Culture and Firm Value in Indonesia’s Agribusiness: Aligning HRM Practices with Sustainable Development Goals

This study explores the impact of human capital culture on firm value within Indonesia's agribusiness sector, focusing on employee compensation, care, and training. In alignment with Sustainable Development Goals (SDGs) and Indonesia's Vision 2045, the research examines how these human resource management (HRM) practices influence two key financial metrics: market value and total assets. Using secondary data from 2019 to 2023, the study applies panel data regression to assess the effects of compensation, employee care,training and earnings after tax (EAT) on firm value. The findings reveal that compensation significantly impacts both market value and total assets, while EAT positively influences market value. However, the effect of training on firm value is not immediately observable, suggesting a lagged impact. These results underscore the critical role of employee compensation in enhancing organizational performance and financial outcomes in agribusiness. The study provides valuable insights for policymakers and industry leaders aiming to align HRM practices with sustainable economic growth.

The Role of HRM Practices in Promoting Environmental Sustainability in Higher Education Institutions: A Study in Karachi, Pakistan

Purpose: This study aims to explore how Human Resource Management practice can promote environmental sustainability in Higher Education Institutions (HEIs) in Karachi, Pakistan and also investigates the role of organizational culture in supporting eco-friendly behaviors among employees. Design: A mixed-methods approach was adopted with HR professionals and faculty members from various HEIs in Karachi. Findings: The study found a positive relationship between HRM practices and the implementation of sustainability initiatives within HEIs and significantly influence eco-friendly behaviors environmental outcomes and a strong organizational culture mediates the effectiveness of HRM practices in achieving sustainability goals. Practical Implications: The findings offer practical recommendations for HEIs in resource-constrained environments, suggesting that even low-cost or incremental HRM interventions can positively impact sustainability. Originality: Contributes to the literature by examining the intersection of HRM and sustainability of HEIs in a developing region. It provides insights into the unique challenges faced by HEIs in Karachi.

Impact of human resource practice on work engagement and turnover intention in information technology companies

Orientation: The information technology (IT) sector, a global economic driver, faces high employee turnover because of low work engagement. This study examines the relationship between human resource management (HRM) practices and their impact on work engagement and turnover intention (TI) in IT companies.Research purpose: The primary purpose of this research article is to investigate how HRM practices influence employee work engagement and TI in the IT sector.Motivation for the study: This study is motivated by the need to address this critical issue by exploring the role of HRM practices in shaping employee engagement and TI.Research approach/design and method: The research data came from 10 IT organisations in Pune IT parks. Non-probability convenience sampling was used to collect data. Data were analysed using Structural Equation Modelling (SEM), Statistical Package for Social Science (SPSS) and Moment Structure Analysis to evaluate the hypotheses.Main findings: The study found that HRM practices such as effective communication (EC), training satisfaction (TS), performance appraisal satisfaction (PAS), pay satisfaction (PS) and opportunities for development (OFD) positively influence work engagement among IT employees. Addressing these HRM practices can enhance employee retention and engagement in the IT sector.Practical/managerial implications: Implementing these strategies can lead to a more committed and productive workforce, improving overall organisational performance and retention.Contribution/value-add: This research offers actionable recommendations for IT companies to improve employee retention and engagement, filling a gap in existing literature by focussing exclusively on the unique challenges and dynamics of the IT industry.

A bibliometric analysis of academic trends in human resource management practice from 2000 to 2023

A bibliometric analysis of academic trends in human resource management practice from 2000 to 2023

Cultivating Employees’ Organizational Trust through Human Resources Management Practices: The Role of Internal Communication and Employee Engagement in Jordanian Construction Sector

Cultivating Employees’ Organizational Trust through Human Resources Management Practices: The Role of Internal Communication and Employee Engagement in Jordanian Construction Sector

Challenges in Implementing Quality Education at INTI International University: An Examination of Human Resource Management Practices

This study investigates the challenges that INTI International University has had in integrating Sustainable Development Goal (SDG) 4 by ensuring inclusive, high-quality education and opportunities for lifelong learning into its HRM practices. Key problems identified by the study include the need to accommodate varied faculty requirements in an inclusive environment, integrate new technologies with current teaching approaches, and attract and retain talented instructors. The implementation of HRM strategies is hampered by resource constraints, changing educational requirements, and the need for ongoing strategy modification, according to the insights of an HR specialist. The results emphasize the necessity of continual modifications to HRM practices to address these issues and forward the objective of universal access to high-quality education.

Resilience for Sustainability: The Synergistic Role of Green Human Resources Management, Circular Economy, and Green Organizational Culture in the Hotel Industry

This research explores the extent to which Green Human Resource Management (GHRM) practices in the Egyptian hotel sector contribute to the adoption of Circular Economy (CE) practices and, eventually, organizational resilience. Using a sample of 402 employees from green-certified Egyptian hotels, the current study applied Partial Least Squares Structural Equation Modeling (PLS-SEM) on the data collected. The results show the positive effect of GHRM on the adoption of a circular economy that significantly enhances both internal and external organizational resilience. In addition, high Green Organizational Culture (GOC) strengthens the positive relationship of GHRM with the adoption of a circular economy. From this work, some empirical evidence is provided to show that circular economy practices can play a partial mediating role between GHRM and organizational resilience. These findings also present valuable insights for hotel managers and policymakers on how to achieve sustainability and resilience by means of integrated GHRM and circular economy strategies.

THE EFFECT OF STRATEGIC HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE WITH THE MEDIATING ROLE OF INNOVATION (CASE STUDY: MIANDOAB CITY EDUCATION DEPARTMENT)

This study aimed to explore the effect of strategic human resource management practices on organizational performance with the mediating role of organizational innovation in the Miandoab City education department. This research is practical, in terms of purpose, and among descriptive studies in terms of data collection method. The statistical population of the research was all the experts of the Miandoab city education department, who were selected by simple random sampling method number of 218 people. To collect data, three questionnaires on strategic human resource management by Chen and Hong (2009), organizational performance by Ahmadi (2012), and organizational innovation by Shoham et al., (2012) were used. The validity of the questions was confirmed using confirmatory factor analysis, and the results showed that strategic human resource management has a significant effect on organizational performance with a factor of 44%, and on organizational innovation with a factor of 76%. Organizational innovation significantly affects organizational performance with a factor of 59%. The results also confirmed the mediating role of organizational innovation in the research community. The study emphasizes the necessity of paying more attention to the strategic methods of human resource management and strengthening innovation to cope with scientific and technological advances.

The nexus between green human resource management on organizational citizenship behavior in the hotel industry: A structural equation modelling approach

In recent years, awareness of sustainability has increased significantly in the hospitality industry, particularly within the hotel sector, which is recognized as a major contributor to environmental degradation. In response to this challenge, hotel managers are increasingly implementing green human resource management (GHRM) practices to increase Organizational Citizenship Behavior. Considering job satisfaction, and organizational commitment as mediator. A survey was conducted with 383 employees from three- and four-star Egyptian hotels and the obtained data were analyzed using SPSS version 22 and Amos version 24. Structural equation modelling was used to analyze the data. The study revealed that GHRM practices positively impacts Organizational Citizenship Behaviors (OCB), job satisfaction and organizational commitment in addition, the study found that job satisfaction and organizational mediates the relationship between Green Human Resource Management and Organizational Citizenship Behavior. The study found a positive link between GHRM and OCB, partially mediated by job satisfaction and organizational commitment. The recommend that implementation of GHRM practices in the hotel industry can have significant positive implications.

Green performance appraisal impact on organizational sustainability: exploring the role of green knowledge and behavior in Lebanese firms

Purpose This research aims to reveal the impact of Green Performance Appraisal (GPA) on Organizational Sustainability (OS) and to explore the effect of GPA on Employee Green Behavior (EGB). Moreover, it investigates the factors underlying the relationship between GPA, EGB and OS. Further, it intends to examine the role of Green Knowledge Usage (GKU) in the relationship between EGB and OS. Design/methodology/approach Partial Least Squares Structural Equation Modelling technique, SPSS and the Smart PLS 4 Software were used to test the hypotheses and the data collected via a cross sectional online survey conducted among Lebanese firms registered in the local chamber of commerce. Findings The results show that GPA plays a significant role in enhancing EGB and in promoting OS. It proves also that EGB partially mediates the relationship between GPA and OS. Further, it reveals the moderating role of GKU in reinforcing the relationship between EGB and OS. Research limitations/implications Although the study has some limitations related to the limited sample targeted and the cross-sectional data used, the findings provide various managerial implications and help in enhancing OS. It also advances green human resources management practices theoretically and practically. Originality/value This research aims to fill the gaps observed in the literature and explores the impact of GPA on OS examining the mediating role of EGB and the moderating effect of GKU.

High-Involvement Human Resource Management Practices and Employee Resilience: The Mediating Role of Employee Technology Adaptation—A Case Study of South Sumatra

In the post-COVID-19 era, the need for a resilient workforce to maintain a competitive advantage has become increasingly critical. Despite advancements, there is a research gap in understanding how employee resilience is influenced by high-involvement human resource management practices and employee technology adaptation. This study addresses this gap by developing and empirically testing a mediation model linking to employee technology adaptation and resilience. Theoretical frameworks include the resource-based view, human co-adaptation, and positive organizational behavior. A cross-sectional survey of 322 employees from small and medium enterprises in South Sumatra was conducted. Structural equation modeling was used to analyze the mediating role of employee technology adaptation in the relationship between high-involvement human resource management practices and employee resilience. The results indicate that high-involvement human resource management practices positively affects both technology adaptation and resilience. Employee technology adaptation partially mediates this relationship. The findings offer practical insights for human resource managers, suggesting that fostering technology adaptation through high-involvement human resource management practices can enhance employee resilience. This study concludes with a discussion on the theoretical and practical implications contributing to the development of small and medium enterprises in the digital era post COVID-19.

The impact of digitalization on CSR commitment: The role of human resource management system and employee autonomy

AbstractAlthough the relationship between digitalization and employees' corporate social responsibility (CSR) commitment has been extensively explored in literature, there remains a consensus on how digitalization affects employees' commitment. Therefore, this study aims to investigate the relationship between digitalization and CSR commitment. Data from branches of two banks was collected by using a time‐lagged approach, and structural equation modeling was employed to validate the measure and test the hypotheses. The findings indicate a direct correlation between digitalization and the CSR commitment of employees towards their organization. The research demonstrates that such a correlation is contingent upon the Human Resource Management (HRM) system used within the organization and the satisfaction of employees' need for autonomy in the workplace. The study emphasizes the role of work design and HRM practices in the relationship between digitalization and employees' CSR commitment.

KNOWLEDGE MANAGEMENT ORIENTED ENTERPRISE - COMPREHENSIVE LITERATURE REVIEW

The concept of knowledge economy refers to the ecosystem in which the most used way of growth is directly linked to access to quality information. On the other hand, knowledge management at organizational level prioritizes increasing the value and improving various processes and products at company level by creating new knowledge, absorbing knowledge from the ecosystem, managing it at organizational level and disseminating it. This paper aims to carry out an extensive literature review by explaining the different characteristics of knowledge management oriented enterprise. Moreover, this study will see the benefits and implications of applying knowledge-based management for facilitating product and process innovation, enhancing human resources management practices, as well as opening new clustering opportunities for a business organization. The methodology used was based on a comprehensive literature review of articles identified in international databases according to the keywords specified in this paper, while the results of the study are represented by the identification of a potential model for a knowledge management oriented enterprise.

Organizational Support in Career Self-Management: A Systematic Literature Review

The present study consists of a systematic literature review, based on the PRISMA model, with the objective of analyzing the relationship between organizational support and career self-management in order to address the gaps in the existing literature. Specifically, it seeks to answer whether organizational support influences career self-management behaviors and whether the inverse also occurs. To systematize the scientific knowledge on this topic over the past 13 years (2010–2023), three databases were consulted: Web of Science, Scopus, and Core. This research resulted from the combination of the keywords “career self-management” and “organizational support: and involved the screening of 353 studies. For the systematic literature review, a total of six studies were identified that met the established eligibility criteria. The main conclusions of this study are that organizational support, in the form of perceived organizational support, human resource management practices/perception of human resource management practices, and leader–member exchanges, appears to positively influence career self-management, as well as the inverse. Such evidence can be observed through the direct and indirect relationships established between the variables. This relationship leads, for example, to workers being more satisfied with their careers while also becoming more committed to the organization. Overall, this systematic literature review provides practical implications for organizations and their workers. It is suggested that future research should explore the relationship between career self-management and organizational support, as well as other potential mediators of this relationship.

The Symphony of HRM, Ethical Climate, and Dynamic Capability in Competitive Advantage

This study investigates how human resource management (HRM) practices influence competitive advantage in Nigerian private schools amidst ethical, market, and technological challenges. The research proposes that effective HRM practices — recruitment, training, compensation, and performance appraisal— foster a strong ethical climate and dynamic capability, ultimately leading to a competitive advantage (CA). Analysing data from 465 staff members of private schools in Nigeria, the findings reveal that HRM practices, notably recruitment and selection, training and development, and performance appraisal, directly impact CA. While dynamic capability influences CA, it also plays a mediating role between training and CA. This study provides quantitative evidence for the strategic value of HRM in this context, offering insights for cultivating high-performing workforces and achieving sustainable success in a competitive landscape.

Work‐Related Intimate Partner Violence (WIPV): A Systematic Review and Feminist Conceptual Analysis

ABSTRACTIntimate partner violence (IPV) is a long‐standing and egregious social issue that inherently impacts and is impacted by work and workplaces. Work‐related intimate partner violence (WIPV) is a pattern of IPV that both directly and indirectly undermines victim‐survivors' employment, work, and careers, yet scant attention has been paid in management studies to workplace responses and responsibilities regarding this form of violence. Hence, we conduct a systematic review and conceptual analysis of 111 WIPV‐focused papers utilizing three well‐established feminist lenses to ascertain and conceptualize what we know and do not know about the WIPV domain and, more importantly, to outline an agenda for what we should know from a gendered perspective about WIPV. We develop a gender‐sensitive, multilevel framework with which we investigate and challenge the WIPV research agenda from individual, interactionist, and structural viewpoints, including the interaction between these perspectives. A key purpose of this paper is to extend debate about WIPV beyond the current focus of human resource management (HRM) research and practice on micro‐level employment issues to include meso‐level organizational and macro‐level societal issues. A second and connected purpose is to draw attention to the need to address big societal challenges related to workplaces and to highlight the pivotal role of HRM in fostering ethical and socially sustainable workplaces. Thus, we advance the vital debate about WIPV, provide a template for how gender can be conceptualized in HRM and workplace research, and challenge the boundaries for organizational involvement in areas traditionally deemed as private or societal.

Human Resource Management Practices in an Agile Organization in the Aspect of Own Research

Human Resource Management Practices in an Agile Organization in the Aspect of Own Research

Looking back to look forward: Disruption, innovation and future trends in international human resource management

Recent global challenges, particularly the COVID-19 pandemic, have underscored the critical role of human resources in international business, pushing disruptions and innovations to the forefront of international human resource management (IHRM) research and practice. This special issue editorial provides a timely and in-depth examination of the evolving IHRM landscape, reflecting on the profound changes brought by the pandemic and investigating the transformative potential of AI-driven innovations in shaping an uncertain future. Through our exploration, we challenge several dangerous assumptions that global leaders must navigate and propose a forward-looking research agenda for the IHRM field. Our analysis highlights five key themes: (1) demographic shifts and diversity, (2) evolving patterns in globalization and global mobility, (3) the complexities of managing global workforces, (4) emerging dynamics in international careers, and (5) the role of multinational enterprises (MNEs) and international small- and medium-sized enterprises (SMEs). Together, these themes offer a comprehensive framework for advancing IHRM research and practice in an increasingly complex and dynamic global environment.