Human Resource Management Function Research Articles

Algorithmic human resource management: toward a functional affordance perspective

PurposeOrganizations are increasingly deploying algorithmic human resource management (HRM) for decision-making. Despite algorithms beginning to permeate HRM practices, our understanding of how to interpret and leverage the functions of algorithmic HRM remains limited. This study aims to review the stock of knowledge in this field of algorithmic HRM and introduce a theoretical perspective of functional affordance to enhance the understanding of the value of algorithmic HRM.Design/methodology/approachA systematic literature review was conducted in this study based on 283 articles. The articles are extracted from the Web of Science and Scopus. The content of the articles was then integrated to formulate the framework for this study.FindingsFunctional affordance highlights algorithmic HRM can be systematically embedded within the organizational environment, with its characteristics naturally suggesting the functionalities or actions available for HR managers to choose from. The findings of this study demonstrate five features of algorithmic HRM from the perspective of functional affordance: awareness of algorithmic HRM, alignment with business model design, action readiness, adaptation to business context and attribution to individuality.Originality/valueThis study provides a novel perspective for understanding the insufficiently theorized application of algorithmic HRM within organizations. It presents an integrated framework that elucidates the key features of algorithmic HRM and elaborates on how organizations can better develop algorithm-driven capabilities based on functional affordance.

The challenge of toxic leadership in realising Sustainable Development Goals: A scoping review

Orientation: Best human resource management (HRM) practices can play a crucial role in addressing unethical leadership in the form of toxic leadership by fostering organisational cultures where trust, integrity, and accountability are prioritised.Research purpose: The paper addresses how the HRM function can contribute to eliminating toxic leadership and its associated norms and thereby meet the objectives of Sustainable Development Goals 8 and 16.Motivation for the study: The prevalence of toxic leadership and the extent of the detrimental consequences for employees and organisational functioning is a key challenge in realising SDGs 8 and 16.Research approach/design and method: To conduct the scoping review, the Preferred Reporting Items for Systematic reviews and Meta-Analyses (PRISMA) guidelines were followed, and selected databases were searched for peer reviewed empirical articles between 2014 and 2024. Results were summarised and thematically categorised with regard to the objectives of the paper.Main findings: Ethical leadership behaviours are presented as a key mechanism for offsetting the impact of toxic behaviours of organisational leaders. In order to achieve SDGs 8 and 16, the support and commitment from HRM practitioners are essential.Practical/managerial implications: Promoting ethical leadership and a conducive work environment demands attention in the following five areas of HRM practice: recruitment and selection; training and development; performance management; employee engagement and wellbeing; and organisational culture.Contribution/value-add: The review of existing literature on toxic leadership offers a succinct summary of different mechanisms and strategies that can be employed to counter these forms of leadership behaviours in organisations.

İnsan resursları departamentlərinin funksiyalarına daxil edilən yeni səlahiyyətlər

The development of enterprises today and in the future is proportional to the amount of capital that will be in vestedin Human resources and the ability to establish the working conditions of Human resourcesin a form that will meet the irwishes as much as possible. It is very difficult for enterprises that cannot realize these torealize their goals in the long run. The management of human resources aiming at the desired resul with a high motivation that can beachiev edaccording tot herules of the work place by loving and willingly by the employeesisone of the main elements of corporate success. In the article, the concept and importance of human resources, functions of human resources management, principles of human resources management, environment of human resources management (IRI) etc. Topic sare exploredin detail and the importan ceisem phasized. Keywords: Human Resources, law, personnel, evaluation, employee, recruiter, work, quality.

THE IMPACT OF CLOUD-BASED MANAGEMENT INFORMATION SYSTEMS ON HRM EFFICIENCY: AN ANALYSIS OF SMALL AND MEDIUM-SIZED ENTERPRISES (SMEs)

Cloud-based management information systems (MIS) are becoming integral to the operational success of small and medium-sized enterprises (SMEs), particularly in enhancing the efficiency of human resource management (HRM) processes. This article, based on a comprehensive review of 75 peer-reviewed studies, investigates how the adoption of cloud-based MIS positively impacts critical HRM functions such as employee management, recruitment, training, and performance monitoring. The findings indicate that cloud-based systems significantly streamline these HR tasks by reducing time, costs, and the administrative burdens traditionally associated with manual or localized HR operations. Moreover, the integration of real-time data analytics through cloud-based platforms enhances decision-making capabilities, enabling HR professionals to make data-driven and timely decisions that improve overall workforce management. The reviewed studies also emphasize that cloud-based MIS are essential for improving strategic HR planning. These systems allow SMEs to access advanced tools for workforce analytics, employee engagement, and performance tracking, which were previously only accessible to larger corporations. The flexibility and scalability offered by cloud-based MIS enable SMEs to quickly adapt to changes in staffing needs, business growth, and external market conditions without the need for costly infrastructure. Furthermore, the review highlights the role of cloud technology in fostering innovation within HR departments by supporting predictive analytics and AI-driven decision-making, which can further enhance operational efficiency. In addition to operational benefits, cloud-based MIS facilitate a more seamless integration of HR functions across geographically dispersed teams, allowing for enhanced collaboration and communication. This capability is especially critical as SMEs continue to adopt remote and hybrid work models.

Dimensional Perspectives of Human Resource Development

Human Resource Management (HRM) is a collective term for all the formal systems created to help in managing employees and other stakeholders within an organization. It is tasked with four main functions, namely, the recruitment, utilization, development and motivation of employees. Ideally, the role of HRM is to find the best way to increase the productivity of an organization through its employees. Until recently, an organisation’s human resource department was categorized in the lower rungs. This is surprising considering the crucial role that this department plays in replenishing and nourishing an organization’s resources. It has transformed significantly from the task-oriented nature of administration it used to be in the 1980s. It is now viewed as a strategy-focused extension of every organisation. This department thrives on specific principles, such as commitment and competence, Another core function of HRM is employee orientation and development. Orientation is the process of teaching new recruits the necessary skills, knowledge, and behaviors so that they can transition to the new organisation effectively. Employee orientation is a broad process conducted by the HR department, and it’s done through different methods, including lectures, meetings, videos, mentoring, and team-building exercises. The main objective of the orientation is to provide new recruits with adequate information regarding the organisation’s targets, rules, policies, and activities. Employee development refers to all the efforts for improving individual, team, and organizational effectiveness. One aspect the human resource department tackles is talent development. This involves aligning the employees’ skills with the organisation’s needs. In addition to hiring, training, and orienting employees, HRM should alsoimprove their career opportunities.

Future of Work: How Digital Tools are Transforming Human Resource Management

This study examines the transformative role of digital tools in reshaping key functions of Human Resource Management (HRM), including recruitment, training, performance management, and employee engagement. Employing a mixed-method approach, it integrates quantitative survey data with qualitative insights from HR professionals to assess the impact of digital technologies on HR functions. The results indicate a 35% improvement in recruitment effi ciency, enhanced employee development, and significant advances in perfor- mance management through the adoption of digital tools. Moreover, digital engagement platforms have reduced employee turnover, particularly in remote work environments. Despite these benefits, challenges such as resistance to change and digital skill gaps persist, requiring attention for successful imple- mentation. The study contributes to academic literature by addressing these challenges and offering practical guidance for organizations. Future research should explore the long-term effects of digital transformation and the role of emerging technologies like blockchain in further revolutionizing HRM prac- tices.

The Impact of Human Resource Management on Financial Performance: A Systematic Review in Cooperative Enterprises

This paper presents a systematic review that examines the influence of human resource management (HRM) on financial performance in cooperative enterprises, utilizing the PRISMA approach. To gather relevant resources, we formulated a search strategy using predefined keywords such as “HRM”, “Financial Performance”, and “Cooperative”. After applying the inclusion criteria (full articles, online accessibility, English language, and relevance to the topic), 26 articles were selected for review. The findings of this analysis reveal a positive relationship between HRM practices and financial performance, with HRM driving both efficiency and profitability. High-performing HRM functions enhance employee productivity while ensuring personnel welfare and improving the organizational climate. Modern HRM practices are crucial in increasing employee engagement, fostering innovative cultures, and improving operational efficiency. These practices directly affect financial performance by linking employee engagement with product quality, profitability, and retention. Based on the studies reviewed, this paper contributes significantly to the existing literature and offers key conclusions that can be drawn from the findings.

Analysis of Review of Literature on- Strategic Human Resource Management for Internal Brand Building: A Study of Select Higher Education Institutions in Bengaluru

Human Resource Management (HRM) is considered to be a vital constituent of any business organization. In the current global scenario, HRM is the key component that is required to be managed with efficacy for any organization to meet its goals. Further, HRM is not merely an administrative function; rather, it is the most crucial division that embodies a strategic imperative. Strategic Human Resource Management entails the alignment of an Organisation’s goals with those of the individuals working within their respective organizations. This reality is witnessed in the context of Higher Education Institutions (HEIs) both in India and at the Global purview. Due to the surge in competition amongst HEIs, there is a strong need to uphold the status of their respective brands. As HRM focuses on managing the most valuable assets in any organization which are its employees, this paper is intended to study the literature on the strategic function of HRM, particularly for internal brand building in HEIs. Keywords Strategic Human Resource Management, Higher Education Institutions, Branding, Internal Branding

TRANSFORMATION OF THE SPHERE OF MANAGEMENT AND SOCIAL AND LABOR RELATIONS IN WAR AND POST-WAR TIMES

The article reveals the peculiarities of the transformation of the sphere of management and social and labor relations in the war and post-war periods. It was established that non-traditional forms of employment and organization of work spread during this period. It has been proven that the function of human resources management becomes a catalyst for coordinating the interests of employers and employees. The transformation of the field of management and social and labor relations in the wartime period took place with the help of the spread of the remote work format. It has been found that the successful organization of the enterprise's work is possible if there is experience in working remotely and due to the availability of material and technical resources and software. The purpose of the research is the analysis of the management system and social-labor relations in the conditions of war, the study of obstacles and favorable factors of remote work and the development of remote management of human resources in the post-war period. It has been found that following the COVID-19 pandemic, Russia's armed aggression against Ukraine has actualized the active spread of remote work in Ukraine, which is able to ensure the stability of the national economy and the preservation of productive employment of the population in the context of the deployment of the digital economy. In our opinion, the field of management in combination with progressive information and communication technologies and the created national legal framework is suitable for the transition to new forms of labor organization inherent in the new economy - remote work, automation and digitization of routine operations

Effects of Human Resource Management Practices on Corporate Entrepreneurship at a State Agency in South Africa

Organisations face rapid changes brought about by economic, political, social and technological changes. These changes compel organisations to review their business strategies and turn to CE as an ultimate source of competitive advantage. Furthermore, the human resource management (HRM) function is crucial in formulating competencies and supporting organisations in achieving their strategic objectives. This study sought to determine the effects of HRM practices on CE at a South African state-owned agency. The study adopted a qualitative single case study design using semi-structured interviews through Microsoft Teams. A purposive sample of nine top management and human resources employees participated in the study. The interviews were recorded and subsequently analysed using ATLAS.ti 23. The study shows that three HRM practices, namely, recruitment and selection, training and development, and performance appraisal, positively affect the adoption of CE at the North West Development Corporation (NWDC) in South Africa. The study provides practical guidance on how state agencies can effectively invest and promote entrepreneurial behaviour for optimal performance. The study contributes to the body of knowledge by proposing a revised conceptual framework for increasing CE in HRM systems for internal innovation performance by incorporating HRM practices. This framework includes HRM practices such as job design, recruitment, training, performance appraisal, and compensation. Furthermore, the study introduces organisational development as a strategic contributor to the successful implementation of this framework.

Analisis Penyebab Rendahnya Kedisiplinan Pegawai Pada Unit Pelaksana Teknis Daerah (UPTD) Kesatuan Pengelolaan Hutan Produksi (KPHP) Dharmasraya Dinas Kehutanan Provinsi Sumatera Barat Menggunakan Grounded Theory

Employee discipline is an important factor in achieving organizational performance. Disciplined employees will comply with regulations, complete tasks on time, and show a professional attitude at work. Low employee discipline can have a negative impact on organizational performance, such as decreasing productivity, service quality and organizational image. Discipline is something that can be used as a benchmark to determine whether the functions of human resource management or leadership as a whole have been carried out well or not. This research aims to determine the factors that contribute to the low level of employee discipline at the UPTD KPHP Dharmasraya Forest Service of West Sumatra Province. The research method used is qualitative research with a Grounded Theory approach. The results of this research state that. factors that contribute to the low level of employee discipline at the UPTD KPHP Dharmasraya West Sumatra Province Forestry Service, ethical awareness, socio-economic impacts, reward and punishment systems, HRD policies and mental health.

The Influence of Human Resource Management Functions on the Quality of Health Services in Inpatient Patients at Maryam Citra Medika Hospital, Takalar District

The Influence of Human Resource Management Functions on the Quality of Health Services in Inpatient Patients at Maryam Citra Medika Hospital, Takalar District

Pengaruh Disiplin, Kompetensi Dan Kinerja Karyawan Terhadap Kepuasan Pelanggan PT.Bank Perkreditan Rakyat Shinta Daya Yogyakarta

Bank Perkreditan Rakyat (BPR) is one of the formal Microfinance Institutions (LKM). From the function of human resource management (HRM), to realize BPRs can become banks that play an important role in the economic development process, one of which is through institutional strengthening, namely by improving the quality of human resources including discipline, competence, and employee performance to improve the quality of bank services to customers. and to strengthen good corporate governance (GCG). The purpose of this study was to determine the effect of discipline, competence and employee performance on customer satisfaction at PT. People's Credit Bank Shinta Daya Yogyakarta. Based on the results of data analysis, it can be concluded that: partially employee discipline has a positive and significant effect on customer satisfaction; Employee competence has a negative and significant effect on customer satisfaction; Employee performance has a positive and significant effect on customer satisfaction; and simultaneously Discipline, Competence and Employee Performance have a positive and significant effect on customer satisfaction.

Tell Me About Your Job. . .: An Experiential and Relational Job Analysis Exercise

Without updated job descriptions, workers are likely to lack role clarity and the effectiveness of important human resource management (HRM) functions will be hindered. Yet, organizations frequently scrimp on or altogether skip the process necessary for producing those descriptions: job analysis. Many introductory HRM students similarly identify job analysis as the most opaque and least interesting topic they learn about. The job analysis interview exercise (JAIE) addresses these pedagogical challenges. It involves conducting a job analysis interview with a university employee who is working in a job related to students’ occupational field of interest. They use this information to produce a job description and critical assessment of the job’s design, then receive feedback on their process and output. In addition to enhancing students’ interest in and comprehension of job analysis, the JAIE contributes to the meaningfulness of interviewees’ jobs by allowing them to connect with the beneficiaries of their work.

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.

The Role of Green Human Resource Management in Enhancing Employee Engagement and Environmental Performance

The present investigation centers on the function of Green Human Resource Management (GHRM) in augmenting environmental performance and employee engagement. Organizations use GHRM as a strategic method to deal with environmental concerns that arise from both the inside and the outside. The goal of the study is to emphasize how important GHRM is to creating an ecologically conscious and sustainable workplace. Organizations can enhance environmental performance by lowering waste generation and pollution levels, prioritizing employee engagement, and establishing a safe and healthy work environment. In order to determine whether GHRM, employee engagement, and environmental outcomes are related, the study looks at these relationships in the hopes that applying green practices will increase organizational profitability. In order to avoid greenwashing and match HRM tactics with environmental concerns, the GHRM idea is essential. By underlining the benefits of businesses’ environmental actions and the contribution of GHRM in recent advancements, this study adds to the body of literature. Keywords: Green Human Resource Management, GHRM, employee engagement, environmental performance, waste reduction, pollution reduction

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.

Status Quo of Artificial Intelligence’s Role in the HRM Operations

Coexistence of technology and business dates back to the late 18th century when the first ever use of a computer was for recording the census by the US government in 1890. The use of technology in business can be ascribed to different organisations in the different nations on the parallel lines of time. It includes invention of cash machines and their use by Barclays in England in the early 1960s, the induction of telephone-based modems for order management by Baxter Pharmaceuticals and use of small desktop computing device called Minitel for processing customer orders in France were the other notable developments in the history of coexistence of technology and business. Increasing operations in the business functions have created an urge for the technological innovation in the industry to handle the operations electronically. Figueiredo and Cohen (2019) say that technology has become an indispensable component of every business function by delivering ease in operations and productivity. The end of the 20th century had witnessed the leaping progress in computing in the form of artificial intelligence (AI) performing the tasks that were unimaginable to comprehend a decade back in time. Developments in the technological research and development prove that organisations have started inducting AI into as many fields as possible at a considerable pace. As a part of the shifting technological dynamics in the industry HR function has also transformed digitally. Tools like enterprise applications have forayed intensely into the operations of human resources management (HRM). These enterprise resource planning (ERP) tools remain to primarily serve the integration of HRM to the other functions. However, enterprise tools could not serve the purpose of supporting decisiveness in the areas of HR planning, workforce design and performance management at large. However, Tuck (2019) argues that AI is assuming increased responsibilities in the different sections of the society and business including the HRM function. At present, the amount of knowledge on the status quo of the role of AI in the HRM functions is scarcely available. Literature related to this disruptive technology in the HR function is still at the nascent stage. This study will examine the role of AI as a key component in the HRM function, which is regarded to be highly human-driven.

The Influence Of Human Resource Management In Increasing Visitor Satisfaction At The Sultan Agung Banjarbaru Islamic Hospital

This study aims to examine: about the function of Human Resource Management (HRM) in a company in increasing customer satisfaction, especially for patients at Sultan Agung Islamic Hospital Banjarbaru. The research design is a qualitative research which is a type of field survey research and a type of research whose findings are not obtained through statistical procedures or other forms of calculation. The results showed that human resource management is very influential on the satisfaction of visitors or patients at the Islamic Hospital Sultan Agung Banjarbaru, the results of the study obtained from several dimensions, namely: reliability, responsiveness, assurance, empathy, physical appearance. And from these results indicate that the informants are not satisfied with the dimensions of reliability, responsiveness, empathy and physical appearance due to queuing problems, health workers do not provide good explanations and understanding, doctors pay less attention when providing services. Meanwhile, informants who are satisfied only with the guarantee variable because the service they get is very good and the doctor is able to assure the patient's recovery, provides a sense of security, is friendly, polite and gentle.

The Implementation of Artificial Intelligence in Human Resources Management

The present paper investigates the use of Artificial Intelligence (AI) in Human Resources Management (HRM) functions such as recruitment, training, and performance management. AI can improve recruitment procedures, train and develop employees, and optimize performance management by offering more accurate feedback. However, it also emphasizes issues like data privacy and security, employment displacement, and the necessity for human oversight and accountability. The paper discusses the implications for the workforce, organizations, and society, as well as future research to address these issues, ensure human oversight, address social and economic inequalities, improve AI training and development programs, and create more effective AI governance frameworks. The study employs a methodical approach to literature review. The chosen journal articles are grouped according to HRM and AI that are taken from the body of existing literature. According to the paper, AI has the potential to significantly change how human resource management practices are carried out in the future. but its implementation must be subject to responsible and ethical governance and regulation to maximize its benefits and mitigate its negative impacts.