Human Resource Management Activities Research Articles

Responsible artificial intelligence in human resources management: a review of the empirical literature

AbstractAs it is the case for many business processes and activities disciplines, artificial intelligence (AI) is increasingly integrated in human resources management (HRM). While AI has great potential to augment the HRM activities in organizations, automating the management of humans is not without risks and limitations. The identification of these risks is fundamental to promote responsible use of AI in HRM. We thus conducted a review of the empirical academic literature across disciplines on the affordances and responsible principles of AI in HRM. This is the first review of responsible AI in HRM that focuses solely on studies containing observations, measurements, and tests about this phenomenon. The multi-domain and multidisciplinary approach and empirical focus provides a better understanding of the reality of the development, study, and deployment of AI in HRM and sheds light on how these are conducted responsibly. We conclude with a call for research based on what we identified as the most needed and promising avenues.

Motivation key to company effectiveness in learning organisations

The aim of this study is to show the importance of building up effective motivation systems in organisations by clearly defining the substantive organisational and individual needs and by implementing high-level harmonisation between them. At the beginning of the 21st century, the most important features of the global market environment are the complexity, the instability, and the uncertainty. In such a business environment, the quick understanding of the changes and the ability of giving rapid and professional strategic answers to them become a key element in forming the efficiency of any business organisations. Such a company flexibility must be based on conscious human resource management activity founded on the attentive application of knowledge management tools so that it can effectively exploit the opportunities offered by the high-level cognition of emotional intelligence. One of the key elements of such a competent HR management work is to build up a company motivation system that serves the goals of both the company and the employees perfectly. This paper introduces the results of an extensive questionnaire survey aiming to collect reliable and comprehensive information about real intrinsic motivations of people so that a higher level of harmonisation between companies and their employees’ needs can be implemented by building up better organisational motivation systems.

Toward a Sustainable Human Resources Management: Linking Green Human Resources Management Activities with ISO Standards

The main idea of this study focuses on how green human resource management (GHRM) can be utilized effectively by discovering practical implementation areas in organizations. The purpose of this research is to link GHRM activities with ISO standards, and contribute to effective utilization of GHRM as a result of implementation of ISO standards in organizations, help in wider practical use of both, thus contribute to sustainability and environmental management (EM). Three hundred seventeen studies on GHRM activities were examined in the scan performed using the Scopus database (as an auxiliary step), 10 prominent GHRM activities were selected from these studies, and mapping the 10-item GHRM activity list with ISO standards formed the core body of the study. Methodologically, document analysis—supported by systematic literature review (SLR) and qualitative synthesis/analysis—was used. Separate links were established for each GHRM activity, each has its own findings detailed in its own subsection, and the established links are summarized in figures in Results & Discussion, depicting seven activities on primary link with 10 standards. Although the linkage of GHRM with ISO standards gives the expected result that HRM standards are dominant, the facts expressed by other related standards as a secondary benefit are also important. Along with the EM standard 14001, which is crucial to be employed in the background, it is observed that quality management (QM) and occupational health & safety (OH&S) management has also emerged as supporting fields in connection of GHRM activities with ISO standards.

Toward a new model of human resource management practices: construction and validation of the High Wellbeing and Performance Work System Scale.

The integrated mutual gains model suggests five provisional sets of human resource management (HRM) practices that should benefit both employees and organizations and, as such, be explicitly designed to have a positive impact on wellbeing, which, in turn, can affect performance. An extensive review of the literature on scales that used a high-performance work system to assess HRM practices, as well as an extraction of items related to the theoretical dimensions of the integrated mutual gains model, were performed. Based on these preliminary steps, an initial scale with the 66 items found most relevant in the literature was developed and assessed regarding its factorial structure, internal consistency, and reliability over a two-week period. Exploratory factorial analysis following test -retest resulted in a 42-item scale for measuring 11 HRM practices. Confirmatory factor analyses resulted in a 36-item instrument for measuring 10 HRM practices and showed adequate validity and reliability. Even though the five provisional sets of practices were not validated, the practices that emerged from them were assembled into alternative sets of practices. These sets of practices reflect HRM activities that are considered conducive to employees' wellbeing and, consequently, their job performance. Consequently, the "High Wellbeing and Performance Work System Scale" was created. Nonetheless, future research is necessary to evaluate the predictive capacity of this new scale.

The role of social self-efficacy and psychological capital in IT graduates’ employability and subjective career success

This study aims to assess the impact of Social Self-Efficacy and Psychological Capital on Employability and Subjective Career Success of IT graduates in Vietnam. An empirical research using a questionnaire was carried out from April to August 2022 in big cities in the North and Center of Vietnam. The sample includes 336 university graduates (within 6 years after graduation) who were undertaking IT-related jobs. Research results show that both Social Self-Efficacy and Psychological Capital have a positive impact on Employability and Subjective Career Success (which includes Job Satisfaction and Career Satisfaction). The study’s findings are significant for both educational institutions that offer IT training and human resource management activities for IT staff in organizations and enterprises in Vietnam.

Digitalization of Pesantren: A Perspective From Human Capital

Digital transformation is urgent for every aspect of life today. This is also inseparable from pesantren as Indonesia's centers of Islamic religious education. This study aims to see how the digital transformation process in the human resources field in Islamic boarding schools is. The approach to this research is library research, in which a review of the literature related to the research topic is carried out. The discussion results show that several aspects must be improved, namely 1. Digitizing Human Resource Management Activities, 2. Creative Thinking, Innovative and Collaboration Behavior, 3. Leadership and Digital Transformation, 4. Digital Environment. Transformation in human capital can increase work effectiveness, simplify work and save costs in a sustainable process.

Investigating the Influence of Human Resources Management Activities on Customer Loyalty in the Hoteling Industry Using a Multilevel Approach

Investigating the Influence of Human Resources Management Activities on Customer Loyalty in the Hoteling Industry Using a Multilevel Approach

Linking employee attributes and organizational resilience: An empirically driven model

AbstractExtant research highlights how resilient organizations effectively cope with supply chain disruptions to enhance firm performance. Yet, it remains unclear how an organization's most basic resource—that is, its individual employees—facilitates such resilience. Through a qualitative study that includes 44 interviews across four manufacturing companies, we identify critical individual attributes and show how these attributes contribute to organizational resilience. Our findings advance a framework of cognitive, emotional, and behavioral attributes through which employees facilitate resilient outcomes. Our empirically driven model enriches theory about resilience within the supply chain management domain and elevates the importance of managerial approaches associated with human resource management activities, which affect organizations' repositories of the employee attributes that foster resilience.

Green HRM, green innovation and environmental performance: The moderating role of servant leadership

BACKGROUND: Given the growing issues in environmental management, there is a need to respond to this increasing pressure by implementing the strategy of sustainability like green human resource management. OBJECTIVE: The study focuses on examining the influence of practicing green human resource management activities on environmental performance. The research also explores the interplay of Green HRM, green innovation, and service leadership in influencing environmental performance. METHODS: The technique of SEM analysis was applied to examine the direct and indirect effects. The data was captured from 328 employees of the Indian IT sector. RESULTS: The findings indicated the positive and significant mediating role of green innovation (product and process) between Green HRM and Environmental performance. Servant leadership also moderates their relationship thereby strengthening the positive influence of Green HRM on environmental performance. CONCLUSIONS: The large industries need to upgrade their system to GHRM for embedding green values, culture, and attitudes in the organization. Hiring the employees with environmental consciousness, training, and rewarding them for the promotion of an environmentally friendly culture promote green innovation. These practices with green innovation and servant leadership ensure that green initiatives are instilled in employees for the responsible behavior for positive environmental performance, which is a global need.

HRM models of online labor platforms: Strategies of market and corporate logics.

Studies on online labor platforms (OLPs) have revealed that OLPs can have extensive managerial control over independent workers, which affects their autonomy and precariousness. The permeability of the management makes some OLPs' roles as neutral intermediaries in labor exchanges questionable. While there are several platform work studies on the effects of human resource management (HRM) activities, earlier studies have focused more on certain types of OLP companies. Earlier OLP classifications did not make systematic distinctions between HRM activities either. This paper offers a classification to view how HRM activities manifest in OLPs. The study utilizes terms of service and webpage data from 46 multinational and Finland-based OLPs. Based on these data, OLPs have been classified into six models with five governance principles and institutional logic. The study uses the idea of institutional complexity and claims that OLPs balance their operations between the complexity of two institutional logics, market, and corporation, by using varying strategies with their HRM activities. Differently managed OLPs are also often marketed to different worker groups. This indicates that workers' levels and quality of autonomy differ between OLPs. Hence, could be expected that platform workers' expectations toward OLPs, perceptions of fairness, and experiences of wellbeing may be influenced by the HRM activities in which they engage. The results contribute to the ongoing discussions of power asymmetries between OLPs and platform workers, and thus OLPs' roles as either marketplaces or hierarchical corporations. Formed models can be utilized to enrich studies on key issues of platform workers' autonomy, precariousness, and experiences in different types of OLPs.

Do employees benefit from employer branding strategy? The mediator role of affective commitment

Background: The modern business environment has caused a radical changes in all human resource management activities. In order to retain a competent and talented workforce, business organizations should manage job satisfaction, which imposes the need for a well-designed and implemented human resource management strategy. Purpose: This study aims to examine the role of affective commitment as a mediator in the relationships between employer brand values and job satisfaction. Study design/methodology/approach: Empirical research was carried out on a sample of managers from 146 enterprises in the Republic of Serbia, and data was collected using a questionnaire technique. After implementing descriptive and correlation analysis, we used simple and multiple regression to examine the mediator effects, and the Sobel Z test. Findings/conclusions: Our findings present empirical evidence on the mediating effects of affective commitment in the previously listed relationships. Limitations/future research: There are just three values relevant to the development of an employer branding strategy included in the study and this is acknowledged as a limitation. According to the models available in the literature, further research will contain other relevant components of the employer brand.

A Systematic Bibliometric Analysis on the Current Digital Human Resources Management Studies and Directions for Future Research

Electronic Human Resources Management (e-HRM) activities should be continued with more technological and innovative methods. The aim of this research is to examine in detail the current studies on e-HRM based activities and to determine the orientation of the concepts. As a result of keywords analysis, it is seen that big data, artificial intelligence, cloud computing, Internet of Things have come to the fore. In the last ten years, 3888 publications related to e-HRM have been retrieved from the web of science database, and 56 newest articles on Human Resource Management (HRM) application, practice, strategy and execution, which contain search phrases. It is seen that the subject of e-HRM is the starting point in determining the research terms and the main starting point of the articles that guide the study, and the most cited publications in this field are the studies on e-HRM. It is thought that developments in mobile applications, smart automation and artificial intelligence also affect the studies in the field of electronic or digital HRM. The common feature of the most recent publications on technology-oriented HRM practices, strategies and practices is the acceptance that their effects are wide-ranging. Recent discussions on technology and HRM strategies in businesses have emphasized the importance of social context and appear to have developed frameworks that acknowledge both the material and social character of technologies. As a result, the current increase in the use of digital technologies affects the competencies and expectations of the digital workforce.

Green Human Resources Management and its Relationship to Green Marketing Among the Employees of the University of Baghdad: Field Research at the University of Baghdad, College of Administration and Economics

This study aimed to demonstrate the impact of green human resources management on green marketing through a prospective study of the College of Administration and Economics / University of Baghdad affiliated with the Ministry of Higher Education and Scientific Research, as the research problem was crystallized by asking a number of questions, the most important of which (Is there a correlation and impact between the dimensions of green human resource management and green marketing?). This study aims to determine the impact of recruitment, selection, training, green development, evaluation, rewards, compensation, and green empowerment on green marketing. Nevertheless, the objective of this study was symbolized in identifying the extent to which green human resources management activities are applied in the college under investigation. Furthermore, data were collected using a survey based on the questionnaire, which consisted of (31) questions distributed to (66) individuals working in the upper, middle, and executive administrative levels in the researched college. Then, the hypotheses were tested based on the data collected from the answers of the research sample, and one of the most prominent findings of the study is the existence of a correlation and influence between the dimensions of green human resource management and green marketing. The results also showed the college's great interest in green human resource management and green marketing. Nevertheless, based on these results, the researcher presented the most important recommendations to enhance green human resource management in the college under study, and the most important of them is that the college administration must pay greater attention to green human resource management by working to adopt and pay attention to activities related to green human resource management and green marketing.

COVID-19's Impact on Human Resource Management strategy: A Review Study

The COVID-19 outbreak poses challenges for organizations as many external environmental objects are changing. It raises the importance of Human resource management (HRM) strategy as the HRM strategy works to motivate the employees and develops the workforce. The methodology used in this research is general literature review which shows the analysis of most recent articles, research papers and scientific study. The aim of this research is to identify HRM activities during COVID-19 pandemic and the way HRM develops their strategy to match their strategy with the organizational strategy to shove the business towards their goals. In the light of COVID-19, employee anxiety is increasing due to the deterioration of economic conditions, as well as an increase in the unemployment rate, and the number of businesses is congested. COVID-19 pandemic situation modify the Organizational strategy and HR strategy, and organizational critical goals are transform by COVID-19 pandemic situation. IUBAT Review—A Multidisciplinary Academic Journal, 5 (1): 44-53

An integrated fuzzy AHP and fuzzy TOPSIS approach in the hotel industry

In the context of the COVID-19 epidemic, the turnover intention rate is increasing day by day. The objective of this study is to identify the main factors influencing turnover intention in the Vietnam hospitality industry. The study utilizes the fuzzy AHP and fuzzy TOPSIS model to evaluate the dimensions of the hotel employee turnover intention model. The performance evaluation for employee turnover intention includes Work Itself, Supervision, Coworkers relationships, Salary and Benefit, Career Opportunities, Job Stress, Perceived Risk, and Job Insecurity. These dimensions generate a final evaluation for ranking priority among the employee turnover intention of the proposed model. The importance level of dimensions is evaluated by 17 experts, and decision-making is processed through the fuzzy concept and fuzzy environment. From the critical fuzzy AHP and fuzzy TOPSIS analysis results, the study shows that the most important dimensions of employee turnover intention in the hotel industry model are Salary and Benefit. Moreover, the results indicate that the least important dimensions are the Co-workers' Relationship, Supervision, and Career Opportunities. The second group dimensions that impact employee turnover in the context of the COVID-19 epidemic are Work Itself, Job Stress Perceived Risk, and Job Insecurity. Moreover, this study’s results show that three-star hotels have the highest value of turnover intention; the second is the Four and Five-star hotels, and the third is the Below three-star hotels. The results of the study will help businesses in the fields of hospitality have a more comprehensive view of human resource management activities. Especially, this study provides implications for hotel managers in understanding employee behavior and their turnover intention during the context of the COVID-19 epidemic based on the eight proposed dimensions.

Crisis innovation: a study of Michelin-starred restaurants' strategic renewal and alignment

PurposeUsing the lens of crisis innovation and strategic alignment, this study explores how a segment of the restaurant sector that may be less agile than others—Michelin-starred restaurants—perceives and aligns with the challenges brought about by the COVID-19-pandemic.Design/methodology/approachThe study collected data from 19 Michelin-starred restaurants in Spain using a qualitative interview method. The data were analyzed qualitatively and organized thematically.FindingsFour key categories of strategic challenges were identified: human resources, uncertainty, control and economic challenges. In response, chefs displayed both behavioral and organizational strategies. Those organizational strategies were new human resource management, reorganization, product and service innovation and marketing. While the new human resource management actions adopted to align with the human resource challenges identified, a misalignment remains between some of the other strategic actions, such as product and service innovation, marketing and economic and uncertainty challenges.Originality/valueThe findings offer new insight into Michelin-starred restaurant chefs' challenges and (mis)alignment strategies, an area that has been understudied in the current literature on innovative responses in the hospitality sector post-pandemic.

Sistem Pendukung Keputusan Pemilihan Teknisi Terbaik Menggunakan Metode Fuzzy Tsukamoto

One of the Human Resources (HR) management activities carried out is the selection of the best technicians. As is the case with Central Ponsel in determining the best mobile technician. It is not an easy thing to get a qualified HR workforce. The process of selecting technicians is still conventional, all data for new technician candidates is recorded manually, so it takes a long time to process the selection results and is still not accurate. The selection of technicians is based on kinship, resulting in an unobjective assessment and social jealousy for other prospective technicians. This has resulted in the owners of Central Ponsel having difficulty making decisions on choosing the best technician because the process of recapitulating the results of the technician's performance evaluation is done independently and manually, resulting in less accurate assessment results, there is no ranking of the final assessment results so that it is difficult to get the title of the best technician. If allowed to drag on then this can certainly hamper performance and operations which can also cause losses for the owner of Central Ponsel. So to solve the problems mentioned above, you can apply the Fuzzy Tsukamoto method in a Decision Support System (DSS). The purpose of this research is to produce a system that can assist the owner of Central Ponsel in determining the best technician so that they are able to make decisions more effectively and efficiently. Based on the calculation that is declared acceptable is the alternative A-03 with the highest score of 75,625 as the best mobile phone technician. This system is expected to assist in providing recommendations for the best technicians who can be selected to carry out tasks tailored to the needs and conditions.

Assessing the employees’ efficiency and adaptive performance for sustainable human resource management practices and transactional leadership: HR-centric policies for post COVID-19 era

The utilization of sustainable organizational human resource management (HRM) practices as predictors of adaptive performance has received little attention, despite the importance of adaptive performance in improving organizational efficiency. This study explores the relationship between HRM activities (training, performance appraisal, job enlargement, employee involvement, and work enrichment) and employees’ adaptive performance using the resource-based view (RBV) theory. It also looked into the role of transactional leadership in regulating these correlations to draw up the policies for the post-pandemic era. A quantitative study is conducted and a questionnaire was distributed randomly among the Ministry of Health of the Sultanate of Oman and 233 people have participated in the questionnaire survey. PLS-SEM was utilized to analyze the data. In this study, performance appraisal, job enlargement training, and work enrichment all have a considerable influence on employees’ adaptive performance. Furthermore, transactional leadership moderates the linkage between job enrichment and employee adaptive performance. As a result, the higher the organization’s attention on certain HR policies, the better their adaptive performance. HR practices are important predictors of adaptive performance; thus, managers and practitioners should take into account workers’ adaptability to encourage more adaptive behavior in the workplace. This article further discusses the study’s weaknesses as well as future research directives on HRM practices and adaptive performance.

Is There a Role for HRM in Corporations’ CSR Strategies? An Analysis of the Sustainability Reports

A significant degree of confusion regarding the relationship between human resources management (HRM) and corporate social responsibility (CSR) persists in research and practice. Drawing on sustainability reports of large European companies, we examine how HRM’s role is presented in connection to CSR. The links between sustainable HRM and CSR are scarce but exist. Our analysis makes three contributions. First, HRM fulfills its CSR role toward employees as internal stakeholders through implementing standard human resources (HR) practices that ensure employee employability, safety, health, and wellbeing without playing a strategic role in CSR. Second, employees are seen as objects of CSR activities rather than active subjects. Third, the CSR–HRM relation is ad hoc and unsystematic; the system-level integration of CSR and HRM remains obscure; and the incorporation of CSR and sustainable HRM does not take place. We suggest that sustainable HRM characteristics would allow HRM to play a more active role in the development and implementation of CSR strategies. Sustainable HRM characteristics could elevate the role of HRM and different HR activities toward a more substantial and strategic role in CSR that is more externally orientated. We call for more empirical research on CSR strategy–sustainable HRM linkage.

Successful organizations and effective “Talented” management

Talented Management is undoubtedly integrated in the human resource management (HRM) activities and it is a blend of effective leadership, strategic minds, good communication skills emotional maturity and ability to inspire, attract and retain talented people within the organizations. The current research investigated a reputable and highly profitable organization, offering a quality service to clients but at the same time presents high turnover results. Data and information were collected systematically over a period of two years; Newspapers, past records and scores were studied, as well as semi structured open-ended interviews were carried out with 21 individuals. Main reason for the people leaving the organization was the bad working environmental conditions and specifically the focus falls on managers who exerted bad behavior, showed no respect to the individuals, no recognition towards their job and offered no developmental and promotional actions throughout their career period. Moreover, it was detected that the quality of service did not drop nor any delays were detected on the service offered to the clients.