Human Resource Management Development Research Articles

Relationships between Organizational Culture, Organizational Commitment, and Organizational Citizenship Behavior

Organizations that are going to prosper and grow, particularly in the area of human resource management, must be able to recognize new opportunities in order to be ready for the future. The researcher is eager to look at the interactions between three important factors: organizational culture, organizational commitment, and organizational citizenship behavior, based on a survey of relevant literature. Organizational culture is the social glue that keeps workers united and fosters a feeling of community within the company. Previous research has shown that indicators of organizational success are significantly impacted by organizational commitment. An organization’s efficacy can also be significantly increased by practicing organizational citizenship. Current study indicates that employees’ organizational commitment is positively impacted by organizational culture. Furthermore, the results demonstrated that organizational culture has a discernible impact on organizational citizenship behavior. Based on the results of the aforementioned investigations, the researcher concludes that organizational commitment has a considerable impact on organizational citizenship behavior. The study’s results, according to the researcher, should eventually provide light on significant variables affecting organizational development. The final result of this study is that the researcher presents a model of the relationship between three important human resource factors: organizational culture, organizational commitment, and organizational citizenship behavior, as a guideline for organizational administration and human resource management development in the future.

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

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

The Role of Leadership and Discipline to Increase Commitment to Loudry Harfia Employees

The Role of Leadership and Discipline to Increase Commitment to Loudry Harfia Employees

Developing Training Curriculum for Management Trainees Program at Company MTJ

Improving the competence and quality of management cadres is the main focus for many companies in various sectors. In an effort to prepare potential employees to take on future leadership roles, the development of a training curriculum is crucial. The purpose of this study is to explain the importance of designing an effective training curriculum for trainee management programs in MTJ companies. The study also aims and to explore the phenomena and challenges associated with the development of training curricula, focusing on the specific needs of companies and industries as well as the availability of adequate resources. This research uses qualitative methods with a case study approach Various studies have shown that a structured and relevant training curriculum can make a significant contribution in preparing employees to face the demands of the complex business world. However, in designing training curricula for trainee management programs, companies often face various obstacles, including adjustment to company needs, limited resources, and selection of appropriate learning methods. By understanding these challenges, strategic steps can be taken to address existing issues and design effective training curricula for trainee management programs. This research is expected to make an important contribution in the development of training curricula for trainee management programs in companies. With a better understanding of the challenges companies face in designing effective training curricula, strategic steps can be taken to overcome those obstacles. The results of this study can also provide insight to other companies in designing relevant and effective training programs. In addition, this research can be the basis for the development of advanced research in the field of human resource development and training management.

Research on Alibaba company’s Digital Human Resource management and Recruitment Information Platform: A systematic case study

In the 21st century, As data-based human resource management, AI HRM technologists and digital recruitment have become a major trend in the development of enterprises, the multi-faceted video interview artifact will help enterprises to digitally transform their recruitment and create a revolution in video interview efficiency. Although Human resource management, digital recruitment, and the training of talents have gained a lot of experience and methodology. Moreover, This study also uses the Documentary analysis and TAM theoretical model for analysis. The aspect of digital human resource management includes many factors. Alibaba company starts from the human business and human resource meets the end of the business. Alibaba company defines five key end-to-end digital processes and specifications here: employee onboarding, employee deployment, and employee satisfaction. Performance-based compensation, employee ability training, and employee turnover optimization. To sum up, The research of this paper mainly uses the mixed method of qualitative analysis and quantitative mixed analysis to conduct research and analysis, and uses excel or SPSS 27 software to perform ANOVA analysis on the sample data, and concludes the importance of human resources digitization and recruitment to Ali-baba company. The findings of the study not only not only deepen the research on the development of digital human resource management in enterprises, but also provide valuable reference for the research and development of AI technology and new digital technology for human resource management and recruitment platforms.

Exploring the Role of HRM in Facilitating Collaboration and Knowledge Sharing in Decentralized Organizational Structures

This research investigates the role of human resources (HR) in facilitating collaboration and knowledge sharing in decentralized organizational structures. Through a systematic literature review approach, this study collects and analyzes various relevant literature from international databases. The research results highlight the importance of collaborative leadership, awareness, and organization of inter-organizational processes in facilitating collaboration in decentralized contexts. Additionally, factors such as individual motivation, management support, and technology also influence knowledge sharing practices within organizations. Empirical studies confirm that decentralized structures play an important role in facilitating collaboration and knowledge sharing, which in turn improves organizational performance and innovation. In conclusion, a deeper understanding of the dynamics of collaboration and knowledge sharing in decentralized structures has important implications for human resource management and organizational development.

Research on Big Data and Artificial Intelligence Driven Human Resource Management Innovation

This paper focuses on the application and innovation of big data and artificial intelligence in the field of human resource management. With the continuous development of information technology, big data and artificial intelligence have become indispensable and important tools in enterprise management. In the field of human resource management, the application of big data and artificial intelligence provides enterprises with more accurate and efficient management methods and promotes the innovation and development of human resource management. This paper first introduces the basic concepts and characteristics of big data and artificial intelligence, and then analyzes their applications and innovations in recruitment, training, performance management, and employee benefits. Next, the paper discusses specific cases of big data and artificial intelligence in human resource management and evaluates their effects and impacts. Finally, the paper summarizes the roles and challenges of big data and artificial intelligence in human resource management and looks ahead to the future.

Determinants of employees’ turnover intention: A conceptual paper

Employee turnover is a critical concern for organizations seeking to maintain a stable and productive employee. This conceptual paper investigates the relationship between Human Resource Management (HRM) practices and their influence on turnover intention. The study focuses on specific HRM practices, including Training and Development, Compensation, Performance Appraisal, Job Autonomy, and Career Development. The findings of this study have the potential to provide valuable insights for organizations aiming to reduce turnover rates. It is anticipated that a better understanding of the connections between HRM practices and turnover intention will lead to the development of targeted strategies for talent retention and human resource management. The conclusion drawn from literature support indicates that variables have an influence on turnover intentions. This paper contributes to the existing body of knowledge in HRM and organizational behavior, offering practical implications for HR professionals and managers who seek to enhance employee satisfaction and commitment, ultimately mitigating the costly issue of turnover.

The Literature Review Analysis of The Human Resources Development in The Industry Era 4.0 Towards The Era of society 5.0

Since the beginning of the First Industrial Revolution (Industry 1.0), humans have realized the potential of technology as a tool for sustainable progress from time to time. During the Second Industrial Revolution (Industry 2.0), manufacturers began to switch to using electricity for assembly lines and mass production, which started in the 1870s. Then, with the application of electronic and information technology (IT), the concept of automation in the manufacturing industry was introduced during the Third Industrial Revolution (Industry 3.0) in the 1970s. In the context of the Fourth Industrial Revolution (Industry 4.0), the rapid progress of digital technology has changed the industrial world significantly, giving birth to what is called Industry 4.0. At this time human nature is increasingly complex in adapting to rapid change. However, along with advances in technology, new challenges have emerged in managing human resources effectively. Along with the Industrial Revolution, a new concept emerged known as Society 5.0, which encourages the integration of technology and social life outside of society. In the Society 5.0 era, society is expected to be able to quickly adapt to technological advances while maintaining human dignity in their professional lives. Therefore, it is important to understand how human evolution can adapt to this new paradigm. This research aims to explore the development of human resources in the context of the transition from Industry 4.0 to Society 5.0. This research uses the Systematic Literature Review (SLR) research method, which explores the development of human resources in facing the era of society 5.0, which is then prepared as a basis for determining strategic management of human resources using the PRISMA pattern. The research results show that there are implications for human resource management, organizational leadership, and job development in facing the challenges of Industry 4.0 and maximizing the opportunities provided by Society 5.0.

Technology Transfer Potential in Local and Foreign‐Owned Firms in Emerging Economies

AbstractTechnology transfer in international collaborations is challenging but can bring benefits to both local and foreign‐owned firms in emerging economies. In this paper we focus on conditions for potential technology transfer in emerging economies. We develop a configurational theoretical framework and empirically operationalize it using qualitative comparative analysis. Building on differences in absorptive capacity between these two kinds of firms and relying on data from the construction industry in Ghana, we develop a process model of technology transfer in emerging economies. Our model shows that technology transfer in local and foreign firms can be achieved through different combinations of human resource development and knowledge management, as well as international collaborations and networks. The model also explicates mechanisms leading to potential technology transfer. Based on the findings and the process model, the study makes several contributions to the absorptive capacity and technology transfer literature in emerging economies by shedding light on the underlying processes that foster a firm's ability to absorb technology in international collaborations.

Work-Related Flow in Contrast to Either Happiness or PERMA Factors for Human Resources Management Development of Career Sustainability

In promoting career sustainability, psychological theories historically have informed human resource management (HRM) development—three assessment directions are among them: work-related flow, happiness promotion, and appraising PERMA (Positive Emotions, Engagement, Relationships, Meaning, and Accomplishment) factors. Csikszentmihalyi’s work-related flow represents an optimally challenging work-related process. Happiness promotion strives to maintain a pleased satisfaction with the current experience. PERMA represents measurable positive psychological factors constituting well-being. Reliable and validated, the experience of flow has been found to determine career sustainability in contrast to the more often investigated happiness ascertainment or identifying PERMA factors. Career sustainability research to inform HRM development is in its infancy. Therefore, publishers’ commitment to sustainability provides integrity. Given MDPI’s uniquely founding sustainability concern, its journal articles were searched with the keywords “flow, Csikszentmihalyi, work”, excluding those pertaining to education, health, leisure, marketing, non-workers, and spirituality, to determine the utilization of work-related flow to achieve career sustainability. Of the 628 returns, 28 reports were included for potential assessment. Current studies on Csikszentmihalyi’s work-related flow ultimately represented three results. These provide insight into successful, positive methods to develop career sustainability. Consequently, HRM is advised to investigate practices for assessing and encouraging employees’ engagement with work-related flow with the aim of ensuring career sustainability.

Brain drain in Pakistan's pharmaceutical industry: factors and solutions

AbstractThis study sheds light on strategies for retaining skilled pharmacists in Pakistan's pharmaceutical sector, offering valuable insights for both academia and industry stakeholders by investigating the impact of human resource management practices, including training and development, compensation and rewards, job performance, and job satisfaction, on employee retention. It also examines the moderating role of career growth in this context. Theoretical foundations are grounded in international migration theories and social exchange theory, providing a comprehensive framework for the study. A cross‐sectional survey design was used to collect data from 254 pharmacists in southern Punjab, Pakistan. Structural equation modeling (SEM) was employed for data analysis. Findings reveal that training and development, compensation and rewards, job performance, and job satisfaction all have significant direct effects on employee retention. Additionally, career growth acts as a crucial moderator, strengthening the relationship between training and development and job performance, as well as compensation and rewards and job satisfaction in relation to employee retention. Theoretical implications emphasize the importance of tailored training programs, fair compensation practices, and career growth opportunities. Practical recommendations include creating a positive work environment, rewarding high‐performing employees, and fostering career development. Future research directions encompass longitudinal studies, the influence of organizational culture and technology, regional variations, and additional factors affecting retention.

Organizational commitment as mediating between administrative creativity and job performance among department managers at Al Hussein bin Talal University

This study examines the impact of organizational commitment on administrative creativity and job performance among department managers at Al Hussein bin Talal University. Job performance refers to managers' ability to accomplish their job-related duties efficiently and effectively. Administrative creativity refers to managers' ability to generate innovative ideas and solutions. Organizational commitment is loyalty to an organization. Quantitative research will be used in the study. Surveys will be distributed to department managers at Al Hussein bin Talal University to collect data. The study will use validated measures of administrative creativity, organizational commitment, and job performance. To examine the relationships and mediating effects among the variables, statistical analyses will be performed, such as correlation analysis and mediation analysis. This study will impact human resource management and organizational development practices at Al Hussein bin Talal University. The university can improve department manager performance by fostering a culture that encourages innovation and administrative creativity. In addition, understanding organizational commitment can improve employee commitment to the organization.

Pengembangan Strategi Manajemen Sumber Daya Manusia dalam Transformasi Digital Untuk Meningkatkan Kinerja Perusahaan

The background of this research is the significant changes brought about by the fourth industrial revolution and digital transformation, demanding companies to adapt. One crucial aspect of digital transformation is human resource management (HRM). The objective of this research is to develop an appropriate HRM strategy to support digital transformation and enhance company performance. The method employed is a literature review. Data sources are derived from previous research on HRM and digitalization. Content analysis techniques are used to analyze the data sources. The research findings indicate that effective HRM development strategies include improving digital work experiences, providing opportunities for innovation, training, and recognition. Digital transformation positively impacts productivity, customer experience, competitiveness, innovation, and business transparency. Supporting factors and barriers to the implementation of strategies are also analyzed. In conclusion, developing the right HRM strategy can support digital transformation and enhance company performance in the digital era.

Evaluating the Impact of Training and Skill Development Programs on Employee Performance in Banking Sector / Financial Institutions

In the ever-evolving landscape of the banking industry, the imperative of maintaining a highly skilled and adaptable workforce is paramount. This research undertakes a comprehensive examination of the influence exerted by training and skill development programs on employee performance within private banks. The study endeavors to unravel the intricacies of the relationship between training initiatives, skill enhancement, and overall organizational outcomes. Employing a meticulously crafted mixed-methods approach, combining quantitative surveys and qualitative interviews, this research seeks to provide a nuanced and holistic understanding of the multifaceted dynamics at play. The literature review situates this study within the broader context of research on training programs and employee performance. While existing studies demonstrate a positive correlation between employee training and improved performance, it is acknowledged that the effectiveness of such programs is contingent upon factors such as program design, delivery methods, and organizational culture. The specific nuances within the private banking sector necessitate a dedicated exploration to bridge the current gap in the literature. Methodologically, a mixed-methods approach was employed to capture the richness and depth of the phenomenon under investigation. Quantitative data was gathered through structured surveys distributed among employees who had participated in training programs within private banks. Likert scales were employed to assess perceived improvements in skill levels and performance outcomes. Concurrently, qualitative data was obtained through in-depth interviews with key stakeholders, including human resource professionals and training facilitators, providing a more holistic understanding of the contextual factors influencing program efficacy. Preliminary analysis of the data suggests an overall positive perception among employees regarding the impact of training and skill development programs on their performance. Quantitative results reveal statistically significant improvements in self-reported skill levels and job performance. Qualitative findings enrich the understanding by uncovering the nuanced role of program design, support mechanisms, and organizational culture in shaping the outcomes of training initiatives. The ensuing discussion synthesizes the quantitative and qualitative findings, exploring the implications of the results for human resource management practices and organizational strategy within private banks. This section delves into potential areas for improvement in the design and implementation of training programs, offering actionable recommendations for private banks seeking to optimize the impact of these initiatives on employee performance. In doing so, this research contributes valuable insights to both academic research and the practical realm of human resource management and organizational development within the banking sector.

Utilizing green financing in developing green HRM resources for carbon neutrality: presenting multidimensional perspectives of China.

This study examines how green finance may encourage the development of green human resource management (HRM) solutions to help China achieve carbon neutrality. For an empirical estimate, the Chinese data is subjected to DEA analysis, Tobit regression, and a sensitivity analysis model. The findings highlight the significance of green finance in the creation of green HRM solutions that aid firms in enhancing their environmental performance, boosting employee happiness, and getting them closer to their carbon neutrality goals. With the use of tools like green bonds and sustainable investment funds, businesses may raise capital for sustainability projects and encourage the adoption of environmentally responsible HRM practices. Moreover, the study results discussed the need to incorporate environmental sustainability considerations into HRM plans, enabling organizations to cultivate a sustainable culture and engage employees in supporting carbon neutrality through green practices in talent acquisition, training and development, performance management, and employee engagement. Incorporating environmental sustainability into HRM processes, boosting stakeholder involvement, and looking into new funding methods are all points emphasized in the study, which aims to enhance the uptake of green HRM initiatives.

Human Resource Development Management in Improving the Quality of Educators at MTS Al Hikam Jatirejo

The research is intended to describe and analyze the management of human resources development at MTS al hikam jatirejo was inspired by jombang. To describe and analyze the quality of educators at MTS al hikam jatirejo was inspired by jombang. To describe and analyze the management of human resources development in improving the quality of educators at MTS al hikam jatirejo was inspired by jombang. The method used was case studies. Research shows that the management of human resource development at MTS al hikam jatirejo was debunked by jombang very well because it has been through several stages and selections made by madrassa head who refers to the vision of the madrasah mission and its prescribed standards of soup. The quality of educators at MTS al hikam jatirejo is detrained by jombang, and have effective roles and responsibilities, and the program evaluation results can be a model for the next program. The management of human resource development in enhanced educators at MTS al hikam jatirejo is said to be successful, with several such training as workshops, bimtech, and supervision to design and evaluate the development of human resources in the following year.

The Main Scientific and Practical Directions and Priorities of Management and Development of the Digital Economy at the Enterprises of Modern Shipbuilding

Theoretical reference: The article outlines some of the main theoretical and empirical aspects of studying the process of digitalization and human capital management of industrial economic entities, including considering the main structural elements of human capital formation/functioning, and the synergistic effect of various structural elements of human capital. Method: The article discusses some main analytical methods for assessing the effectiveness of digitalization processes, including the market capitalization method, a method for assessing intellectual capital based on average annual return on assets (ROA), and a method for estimating the cost of human resources based on computational and analytical indicator of information productivity. Results and Conclusion: The article discusses results around trends in digital transformation for shipbuilding companies and conclusions that the digital economy determines the new role of human resources and capital and that people remain a key success factor for digital enterprises. Implications of research: The research helps outline the main directions and priorities of human resource management and digital economy development at modern shipbuilding enterprises. Originality and value: The research provides a comparative analysis of theoretical and empirical aspects of digitalization and human capital management in the context of the shipbuilding industry, examining computational methods for evaluation. This contributes new perspectives and analysis specific to this industry context.

Human Resource Management: A Study on Private University in Indonesia

This paper aims to chronicle the historical development of Human Resource Management (HRM) as both an established academic field and a professional enterprise. The study adopts a desk-based methodology to examine the literature that has played a pivotal role in comprehending the beginnings, evolution, and professional advancement of HRM. A total of ten publications, sourced from scholarly journals, were selected to accurately depict the current situation. The papers underwent examination using three qualitative analysis procedures: data categorization, validation, and inference formulation. The study's findings indicated that mergers and acquisitions, talent management, succession planning, industrial and labour relations, and diversity and inclusion were previously the core components of human resources. The transition took place due to globalisation, corporate consolidation, technical progress, and more study. Academic institutions, professional bodies, and individual firms have devised specialised programmes of study to train future professionals for the specific obligations of the post. Multiple publications regarding human resources indicate that academic and practitioner organisations are also keen on making contributions to and advancing the sector.

Mapping the landscape of HRM research in higher education: a 40-year review and directions for future research

PurposeThe purpose of this study is to analyze and map the terrain of human resource management (HRM) in higher education (HE) contexts, with the aim of uncovering potential gaps within the existing knowledge base.Design/methodology/approachThis study employs a unique, in-depth bibliometric analysis of 945 publications from the Web of Science database over the past 40 years between 1981 and 2022.FindingsBased on the bibliometric analysis, the authors retrospectively examined the dominant research themes in HRM within the HE sphere, tracing their evolution over time. Four central clusters emerged: the theoretical foundations of HRM, strategic HRM, organizational culture and human capital development. Furthermore, the authors pinpointed critical research gaps and proposed areas for future inquiry, such as the impact of HRM on productivity, leadership dynamics, sustainable growth development, international staffing strategies and knowledge transfer mechanisms.Research limitations/implicationsThis study demonstrates how academics can use bibliometric techniques to systemize literature, expose potential gaps and suggest fruitful lines of inquiry in the field of investigation. The findings of this study can also help improve the decision-making processes of managers and human resource professionals.Originality/valueThis study provides readers with a systematic understanding of the development of HRM in HE settings and presents forward-looking perspectives, highlighting future research possibilities. Moreover, it validates the significance of bibliometric analysis as an efficient technique for discovering gaps in the existing literature.