Organizational Human Resource Management Research Articles

The role of human resources management in organizational perspective

This research aims to determine the role of human resource management in organizations. This research uses a literature review method. From the discussion, it can be concluded that human resource management has three functions, namely managerial functions, operational functions, and functions to achieve organizational goals in an integrated manner. Meanwhile, the duties of human resource management are staff procurement, human resource development, compensation management, occupational safety and health, labor relations, and industrial relations. The main objective of human resource management is to increase the contribution of human resources (employees) to the organization. It can be understood that all organizational activities in achieving its goals depend on the humans who manage the organization. Therefore, employees must be managed properly so that they can assist the organization in achieving the organizational goals that have been determined. To achieve the objectives of human resource management carried out by HR managers, and managers on all lines of the company and outsourcing.

Peranan Manajemen Sumberdaya Manusia Dalam Organisasi

This paper aims to determine the role of human resource management in organizations. The writing of this paper uses the method of literature review (library research). From the discussion it can be concluded that human resource management has three functions, namely managerial functions, operational functions, and functions to achieve organizational goals in an integrated manner. Meanwhile, the duties of human resource management are staff procurement, human resource development, compensation management, occupational safety and health, labor relations and industrial relations. The main objective of human resource management is to increase the contribution of human resources (employees) to the organization. It can be understood that all organizational activities in achieving its goals depend on the humans who manage the organization. Therefore, employees must be managed properly so that they can assist the organization in achieving the organizational goals that have been determined. To achieve the objectives of human resource management carried out by HR managers, line managers and outsourcing.
 Keywords : human Resource Management and organization

Influence of Organizational Culture, Sustainable Competitive Advantages, and Employees’ Commitment on Strategic Human Resources Management in the Banking Sector of Saudi Arabia

The rising trend of “strategic human resource management practices” is significantly leading the way to enhance the performance and competitive advantages of the banking sector. Thus, the banking sector in developing countries still using traditional HRM practices to sustain the competitive advantages and to achieve the business goals. The current study investigates the influence of organizational culture, employees’ commitment, and sustainable competitive advantages on the strategic human resource management practices in the banking sector of Saudi Arabia. We applied a resource-based view to achieve the research objectives. “Structural equation modelling-partial least square” (SEM-PLS) technique were applied to investigate the relationship among constructs under study. A cross-sectional method was applied to collect data from 181 employees working in different banks in Saudi Arabia. We found organizational culture significantly influence employees’ commitment and sustainable competitive advantages. Hence, employees’ commitment does not influence strategic human resource management practices; merely, sustaining competitive advantages significantly influence strategic human resource management practices. Additionally, employees’ commitment not mediates the relationship between organizational culture and strategic human resource practices. Thereby, sustainable competitive advantages mediate the relationship between organizational culture and strategic human resource management practices. Finally, the present study will help the banking sector to unearth the best implication of strategic human resource management practices as they can sustain the competitive advantages and achieve the business goals.

HUMANOCRACY AS A FACTOR OF IMPROVING HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS

The relevance of the research topic is that man as an active resource is the basis of the humanistic vision of human resource management. Today is the time for the leaders of the organizations to abandon the bureaucratic system and return humanity to the workplace, to create less bureaucratic and more humanistic organizations. According to the analysis, bureaucracy stifles modern organizations, making them less effective, so we need to rethink leadership methods in managing people, get rid of bureaucratic institutions, turn them into flexible organizations, using Agile-management, which will reveal the talent of each employee. The purpose of the research is to conceptualize anthropocracy as a factor in improving the humanistic vision of human resource management. The object of research is anthropocracy as a social and economic phenomenon in organizations. The subject of research – a humanistic vision of human resource management in organizations. Research methodology – synergetic methodology – attractor search, overcoming entropy and information stochasticity, which allows to consider organizations as open and nonlinear systems that develop in nonlinear space. One of the methods is Agile-method as a theoretical anthropocracy basis as a social and economic phenomenon in organizations of digital society, which allows a radical mission, functions, legitimacy, tools revision of organizations, which are basically changing the classical management paradigm into innovation-digital. The result of the research. Bureaucracy as an expression of the complex social system organizations essence is analyzed. The meritocracy development as the main building human-centric organizations goal and counteracting bureaucracy is demonstrated. The place and role of the community in the implementation of the human-centric organizations mission is revealed. The place and role of the community in the implementation of the human-centered organizations mission is that the organization is an opportunities mosaic, not a power pyramid. At the heart of the humanistic vision of human resource management as an alternative model of organizations is an approach that relies on man as a “resource” that serves the organizations purposes, and opposes another approach – bureaucratic. Organizations should not be indifferent to new trends in the digital society, should invest in the creative skills development, develop an experimental spirit, form an innovation and experimentation culture.

Artificial Intelligence in Human Resources Management: A Review and Research Agenda

Background: Researchers and practitioners both exhibit a growing interest in the application of Artificial Intelligence in Human Resources Management. However, research shows that there remains a substantial gap between the promise of AI and its practical application in organizations. Previous research has identified some of the challenges facing the application of Artificial Intelligence in Human Resources Management. Among these challenges is the varied nature of Human Resources functions. To address this, we adopt the Human Resource Life Cycle, which is composed of 6 dimensions that closely mirror the Human Resource functions that exist in many organizations: 1) Strategic Planning, 2) Recruitment and Deployment, 3) Training and Development, 4) Performance Management, 5) Compensation Management, and 6) Human Relations Management. Method: Through a scoping literature review, we have identified 85 articles on the topic and classified them based on the 6 dimensions of the Human Resource Life Cycle. Results: Our scoping review found that Artificial Intelligence has already been studied in relation to all 6 dimensions of the Human Resource Life Cycle. In addition, a seventh dimension was identified and integrated into the existing Human Resource Life Cycle framework: Legal and Ethical Issues. Based on the scoping review, a research agenda is presented to provide guidance for future research in the field of Artificial Intelligence in Human Resources Management. Conclusion: All 6 dimensions of the Human Resource Life Cycle, along with the seventh dimension – Legal and Ethical Issues – are already present in the literature. Future research could focus on the impact of AI on connections between dimensions, as well as the impact on HR-specific outcomes. Practitioners must recognize the limitations related to the application of AI in Human Resources Management, even though AI should still be viewed as a solution to many challenges facing Human Resources Management in organizations.

VALORES ORGANIZACIONAIS COMO SUPORTE PARA A ECONOMIA CIRCULAR E A SUSTENTABILIDADE

ABSTRACT The transition towards the circular economy (CE) requires that organizational values be examined in more depth and understood more fully, which can encourage innovation and sustainable attitudes. The majority of the studies on this matter, however, only address the technical aspects of the transition to a CE. The aim of this paper was to identify and analyze those organizational values that are essential for sustaining a culture that incorporates concepts of circularity and sustainability. Using a multi-method approach, we identified a list of 29 circular values and proposed a definition for each one. The values identified were discussed with regard to their importance in achieving sustainability. By way of a case study we also exemplified the adoption of circular values and how the specific organization we studied is nurturing those values. This seminal study enriches discussion of the importance of soft factors for the transition to a CE. It also embraces the relevance of human resource management in organizations for boosting sustainability.

DETERMINING THE EFFECTS OF THE COVID-19 CRISIS ON HUMAN RESOURCE MANAGEMENT IN ORGANIZATIONS

Human resource management (HRM), as a crucial constituent of crisis management, has paramount importance in managing the employees and ensuring business continuity, especially during the COVID-19 pandemic. In the constellation of such circumstances, this paper aims to identify the impact of COVID-19 on the HRM in organizations and provide recommendations for the development of long-term strategies, effective management practices and activities that are expected to result in increased employee satisfaction and retention as an organizational response to the crisis. Considering the dynamics and ever-changing environment dominantly, this paper attempts to contribute and expand the HRM literature by providing a comprehensive overview of the level of resilience of HR managers in North Macedonia to deal with a crisis such as the COVID-19 pandemic and valuable insight into the adequacy of the measures taken. As for the purpose of determining the impact of the crisis on the HRM practices, a structured questionnaire was developed and distributed to the top and middle management, HR professionals and employees in selected companies in the Republic of North Macedonia. The results revealed that adequate managerial responses to the crisis positively influence the organizational performance of the observed companies.

Scaling the processes of human resources management of the organisation in the conditions of digital transformation

In the context of the digital transformation of the economy, the processes of managing the human resources of an organisation are of particular importance as the basis for achieving operational efficiency in a highly dynamic business environment. At the same time, the existing practice of human resource management in organisations shows that the human resources management system in the context of digital transformation requires special attention from the standpoint of scaling. This paper discusses the issues of scaling the processes of managing the human resources of an organisation in the context of digital transformation, the analysis and accounting of which will increase, on the one hand, the efficiency of the organisation, on the other hand, the motivation and involvement of employees in the work process. The research paper pays special attention to the Program for the training of management personnel for organisations of the national economy of the Russian Federation from the standpoint of scaling the processes of managing the human resources of an organisation in the context of digital transformation. Systematic studies of the scaling of the organization’s human resources management processes in the view of digital transformation will determine both new approaches and technologies for human resources management and the processes of changing the organisation’s business models.

Age-Related Human Resource Management Policies and Practices: Antecedents, Outcomes, and Conceptualizations

AbstractDue to the demographic change in age, societies, firms, and individuals struggle with the need to postpone retirement while keeping up motivation, performance, and health throughout employees’ working life. Organizations, and specifically the Human Resource Management (HRM) practices they design and implement, take a central role in this process. Being influenced by macro-level trends such as new legislation, organizational HRM practices affect outcomes such as productivity and employability both at the firm and individual level of analysis. This editorial introduces the Special Issue on “Age-related Human Resource Management Policies and Practices” by conducting an interdisciplinary literature review. We offer an organizing framework that spans the macro-, meso-, and individual level and discusses major antecedents, boundary conditions, and outcomes of age-related HRM practices. Further, we propose a typology of HRM practices and discuss the role of individual HRM dimensions versus bundles of HRM practices in dealing with an aging and more age-diverse workforce. Building on these considerations, we introduce the eight articles included in this special issue. Finally, taking stock of our review and the new studies presented here, we deduct some recommendations for future research in the field of age-related HRM.

The impact of cloud-based human resource and supply chain management systems on the performance of multinational organizations

PurposeOne of the significant dimensions in organizations is the human resource discussion and its related procedures. Human beings have a special place and particular importance in modern management to focus on organizational behavior and human resource management. The cloud-based human resource (CBHR) can be converted into human capital and impressive contributions to health, education and moral valence. Also, one of the most robust operational paradigms is the cloud-based supply chain management (CBSCM) for developing the competitive pros of service and manufacturing organizations to give the same attention to those who manage the supply chain or those operating in it. The present investigation's target is to check out whether CBHR and CBSCM enhance the performance of multinational organizations.Design/methodology/approachMultinational organizations consist of numerous integrated applications, including manufacturing, logistics, marketing, accounting, distribution, human resources, finance, supply chain, etc. This paper proposes using CBHR and CBSCM to improve financial, marketing and collaborative performances. We focus on the applications in multinational organizations. This study has utilized the SEM to estimate the measurement model's validity and reliability and assess the causal model. The offered model and the questionnaires were analyzed using SPSS and LISREL.FindingsThe research results showed that CBSCM influences the companies' performance. Additionally, the outcomes showed that CBHRM affects the performance of companies. The results support the proposition that CBSCM and CBHRM are both necessary and good for financial performance, marketing performance and collaborative performance.Research limitations/implicationsUsing a questionnaire to mentally measure some of the variable dimensions of a firm's financial performance and market performance for which objective data are available can be helpful. However, since such information is considered confidential in companies, it is not possible to access it.Originality/valueOur innovation is the primary attempt of applying CBHR and CBSCM to elevate performance in multinational organizations.

New avenues for HRM roles: A systematic literature review on HRM in hybrid organizations

In recent decades, the emergence of hybrid organizational forms has placed new demands on the role of human resource management (HRM) contributing to organizational goals. Moreover, research emphasizes that the increasing hybridity of contexts, stakeholder requirements, and goals lead to organizational tensions that, if not properly addressed, can lead to organizational downfall. However, although organization and management research recognize the importance of elaborating HRM roles for hybrid contexts, drawing upon findings from the hybrid literature has been widely neglected. Thus, by mapping the research landscape regarding hybridity, this article provides insight into the configuration of organizational HRM roles and functions that contribute to the development of hybrid goals and are associated to the management of tensions. Significantly, this article introduces three specific HRM roles— hybrid strategist, capability adapter, and identification generator—as essential HRM roles for hybrid contexts.

Job Satisfaction of Self Financing Engineering College Teachers: Before and During COVID 19

Job satisfaction is one of the most widely discussed issue in organizational behaviour and Human Resource Management. In present study the researcher investigated the present level of job satisfaction among the Self Financing Engineering College Teachers: Before And During COVID 19.Job satisfaction is an elusive, even mythical, concept that has been increasingly challenged and refined particularly since the Herzberg, Mauser and Synderman study in 1959. The most important information to have regarding an employee in an institution is a validated measure of his/her level of job satisfaction (Roznowski and Hulin, 1992). A better understanding of job satisfaction and factors associated with it helps top level management in educational institutions guide employees' activities in a desired direction. The morale of employees is a deciding factor in the institution's efficiency (Chaudhary and Banerjee, 2004). The affective component encompasses the good and bad feelings about a job, such as how people feel about their supervisors, co-workers, salaries, fringe benefits, office settings and commute to work. This information can be based on facts, conjecture and rumours. And a person's predisposition to respond in a favourable or unfavourable way to things on a job is the behavioural component. This aspect of an attitude determines the course of action a person chooses.

Leadership and Effective Human Resource Management in Organization

Outstanding leaders combine good strategic substance and effective interpersonal processes to formulate and implement strategies that produce results and sustainable competitive advantage. In todays competitive business environment, the defining success factor is essentially leadership with the potential of transforming its employees into a willing and winning team with the appropriate synergy to actualize collectively determined corporate missions and aspirations. The contemporary dynamics in the operating environment of business calls for leadership orientations which recognize that employees have emotional dividends to satisfy at workplace and should, thus, be managed in such a way that they are always able and willing to achieve enhanced performances. It is against this backdrop that this paper underscores the indispensability of leadership in the dayto-day dynamics of the organization and suggests a ramifying range of leadership styles that potentially conduce to optimal human resources management and performance. This paper utilized the methods of qualitative and syntheses of scientific literature as it relies on secondary data collected from books and journal articles, and were content analyzed in relation to the scope of the paper. Finally, the paper concludes that leadership synergizes the human resource and ensures that they continuously create value for the various stakeholders in the organization.

Emergence of HRM in Organizations: An Exploratory Study

A review of existing literature suggests that studies concerning the contextualized nature of HRM (Human Resource Management) and, in particular, the process by which an HRM system emerges in organizations are significantly less. Further, literature also indicates that the Emergence of organizational entities or how an HRM comes into being remains underexplored, prompting an inquiry to understand Emergence of HRM. We used criteria like the state of theory development and the research question's nature to identify the most appropriate methodology, which is an inductive approach using a multiple case study method. A detailed case study design is prepared to ensure reliability. The design includes criteria for selecting cases, the process of data collection, the type of data analysis, and the form of data representation that was followed. A brief note on the interview guidelines, question development, and quality criteria was prepared and ensured. Three firms from different industry sectors were studied. Data include detailed interviews of selected managers from the HRM department, conducted across several sessions and archival information related to HRM. Cumulative from all research questions, thirty-eight empirical categories emerged. These categories are grouped into three theoretical aggregates under each research question. Further, the data indicate that an HRM system's Emergence involves activities related to learning, adaptation, and stabilization.

Peran Manajemen Sumber Daya Manusia dalam Organisasi

Writing aims to measure human resource management in organizations. The method uses the literature review method (library research). From the discussion it can be ignored that human resource management is human resources. Of the total resources available in the organization, human resources are very important and very determining. All potential possessed by human resources is very influential on the organization in achieving its goals.

Burnout, employee engagement and self-perceived employability in the South African public sector

Orientation: The employee engagement (EE) approach has been utilised to combat burnout (BO) in both private and public sector institutions. With increasing research, self-perceived employability (SPE) is gaining popularity as an effective tool for reducing BO. Knowledge of the relationship between these three constructs is therefore important for public sector institutions and researchers in Industrial and Organisational (I/O) Psychology and human resource management (HRM) in South Africa.Research purpose: The purpose of this study was to determine the relationship between BO, EE and SPE amongst employees in South Africa’s public sector.Motivation for the study: Numerous studies have highlighted the prevalence of poor service delivery in public sector institutions in connection with BO and highlighted a decrease in BO through EE and SPE. However, the relationship between these three constructs is still quite unknown. The study’s results will fill the void of research in this area and can be applied in I/O Psychology and HR practices.Research design, approach and method: This quantitative study involved a non-probability sample of 158 South African public sector employees. Correlational and descriptive statistical analyses were used to analyse the data.Main results: Burnout has a significant negative relationship with EE; however, BO does not significantly correlate with SPE. There are significant differences between the various biographical groups and BO, EE and SPE.Practical/managerial implications: Approaches to reducing BO amongst employees should consider EE and SPE as effective tools to enhance employees’ wellness, morale and improved service delivery.Contribution/value-add: Improving the EE levels and enhancing SPE will improve the well-being of employees in public sector institutions and help alleviate employee BO.

How Does High-Performance Work System Prompt Job Crafting through Autonomous Motivation: The Moderating Role of Initiative Climate.

By invoking self-determination theory, we proposed an integrated, multilevel model to investigate the impact of a high-performance work system (HPWS) on employees’ job crafting through autonomous motivation, along with the moderation effect of initiative climate. Adopting a three-wave, time-lagged research design, we collected data from 615 employees of 54 Chinese companies. The results of multilevel path analysis revealed that (1) HPWS is positively related to employees’ job crafting; (2) HPWS has a positive impact on employees’ autonomous motivation; (3) employees’ autonomous motivation positively affects their job crafting; (4) employees’ autonomous motivation mediates the positive relationship between HPWS and employees’ job crafting; (5) initiative climate moderates the relationship between employees’ autonomous motivation and job crafting; and (6) the indirect relationship between HPWS and job crafting through autonomous motivation is also moderated by initiative climate. The findings of this study provided several implications for job crafting research and for human resource management in organizations.

Treating Employees Equally or Differently? Towards a Theory of Idiosyncratic Human Resources Management

Under the environment of VUCA (Volatility, Uncertainty, Complexity, Ambiguity), organization’s development is increasingly relying on human resources with specific skills and abilities. But it is becoming more and more challenging to manage such employees. The traditional standardized human resource management (HRM) mode, which pays attention to the "best fit" or "best practice" has been unable to play its role effectively any more. In the past several years, scholars have proposed the idea of differentiated management (Marescaux & Sels 2013) used to direct the management of talent resources. However, there still lacks an in-depth investigation of differentiated HRM, especially from the perspective of employees' characteristics. This research aims to develop a theory of idiosyncratic HRM which implements differentiated management to different people (or groups) in recruitment and selection, training and development, performance appraisal, salary and welfare, and employee relationship according to employees’ personality and need characteristics. This research not only provides a new perspective for HRM research, but also has practical significance for the reform and innovation of organization's HRM system. Keywords: best fit, best practice; idiosyncratic human resource management DOI: 10.7176/EJBM/13-3-01 Publication date: January 31 st 2021

Sustainable manufacturing and green human resources: Critical success factors in the automotive sector

AbstractThis study aims to identify critical success factors (CSFs) for implementing sustainability in organizational human resources management (OHRM) within the automotive sector (AS). A literature review was carried out to identify the OHRM factors that are instrumental for the significant adoption of sustainable practices (SP) in the sector. Based on the outcomes from the literature review, an expert team composed of 17 experts from the AS, academia, and consultancy firms were consulted in order to identify cause–effect relationships among CSFs using a multi‐criteria decision making tool. Data were gathered in India from November 2019 to April 2020. The results revealed that top management support and environmental auditing for suppliers are the two most important CSFs to be prioritized among the factors studied, which implies that by managing these factors first, automotive manufacturers may deal better with the adoption of SP. As a result of prioritizing these two factors, other CSFs related to OHRM (e.g., organizational culture, environmental training, rewards, and incentives) will also positively affect the adoption of SP. The novelty of this study comes through raising the importance of environmental auditing for suppliers as a factor that can facilitate not only the adoption of SP in the AS, but the other OHRM factors as well.

The Influence of Heavy Work Investment on Job Satisfaction and Turnover Intention in Romania

Studying the phenomenon of heavy work investment in an emergent market (Romania) is necessary due to the frequent practice of employees working overtime, relatively reduced job satisfaction in contrast to their counterparts from developed markets, and comparatively low remuneration for the same work effort. Therefore, the aim of this research is to highlight the influence of heavy work investment forms (workaholism and work engagement) on job satisfaction and turnover intention. Based on the Attribution Theory, the authors conducted quantitative exploratory research among employees with tenured contracts in an emergent market (Romania). The data was gathered with the aid of an online questionnaire, being tested for reliability, validity, and internal consistency in SPSS, while the hypotheses were tested with the help of structural equation modelling (AMOS). The results show that job satisfaction is influenced by both work engagement and excessive working (workaholism). The more a person is engaged in their work activity, the weaker their turnover intention. Turnover intention is intricately linked to excessive working, a component of workaholism. From a managerial standpoint, this paper contributes to a better understanding of the way work engagement and workaholism influence work outcomes, highlighting possible ways of improving human resource management in organizations.