Human Resource Management Model Research Articles

A mediated–moderated model for green human resource management: An employee perspective

In general, all types and sizes of organizations are responsible for the degradation of the environment. However, manufacturing companies are considered one of the most significant sources of environmental pollution and are pressured to adopt practices to mitigate environmental degradation. Therefore, this research explores the direct and indirect effects of green human resource management (GHRM) on the Chinese manufacturing firm’s environmental performance. To this end, we share a closed-ended questionnaire via a web-based survey to collect data from 306 employees. Data analysis was performed using partial least square structural equation modeling techniques (i.e., PLS algorithm, bootstrapping, and blindfolding). Our research finds a positive and significant effect of GHRM on employee and firm environmental performance. In addition, this research evidenced a partial mediation of employee environmental performance. Moreover, our study evidenced that the effect of GHRM on employee environmental performance will be more substantial when there is more involvement of employees’ environmental orientation. This study suggests that manufacturing companies must incorporate GHRM practices, promote green behaviors, respect individual environmental values, and encourage employees to implement those practices for the betterment of firms and the natural environment.

Correspondence Model of Human Resource Management and Marketing Based on Genetic Algorithm

In order to realize the optimal allocation of human resources and avoid the waste or relative shortage of human resources, human resources and marketing based on the genetic algorithm are combined together and a combined evaluation management model is established in this study. By constructing a weight vector to represent the evaluation performance of different evaluation models for talent evaluation, the combination problem of multiple evaluation models is transformed into an optimization problem of weights. Based on the evaluation accuracy, the fitness function is designed, the weight vector is optimized by the genetic algorithm, and the individual selection strategy is designed to avoid falling into local optimization. The validity of the model and algorithm is verified by a numerical example, and the calculation results show that the proposed method can gradually improve the average working ability of employed employees by reasonably controlling the number of employment at different periods and the number of dismissals, and the average working ability of employees can be improved by 41%, thus realizing the optimization of human resources for the project.

Sustainable Human Resource Management (HRM) Practices for Boosting the Worker Productivity in Tea Plantations in Sri Lanka: Validation of a New HRM Model

The purpose of this research was to identify Sustainable Human Resource Management Practices (SHRMPs) which enhance worker productivity and to validate a Human Resource Management (HRM) model, derived by the authors in previous qualitative studies. The study surveyed 850 randomly selected employees from sixty tea estates in Sri Lanka. Data analyzed with Structural Equation Modeling derived a sustainable HRM model which includes knowledge management and human care practices as the determinants of worker productivity, while Quality of life and Work-life practices mediated the relationship. As a unique finding, knowledge sustainability (KS) identified as a new construct impacted positively on worker productivity. Theoretical and policy implications are also discussed.

Artificial intelligence-based organizational human resource management and operation system.

The trend of globalization, marketization, and informatization continues to strengthen, in today’s development environment, how to seize the opportunity and obtain a competitive advantage in human resources is an important issue that needs to be explored. Human resource management refers to the effective use of relevant human resources inside and outside the organization through management forms under the guidance of economics and humanistic thinking. It is a general term for a series of activities that ensure the achievement of organizational goals and the maximization of member development. With the rapid development of society and economy, the competition between enterprises has intensified. If an enterprise wants to adapt to social development, it is necessary to strengthen the internal management of the organization. The internal management also needs to rely on human resource management. The purpose of this paper is to study an organization’s human resource management and operation system based on artificial intelligence. It expects to use artificial intelligence technology to design the human resource management system and to improve the quality of employees to make the enterprise develop toward a more scientific and reasonable method. It uses artificial intelligence technology to mine the relevant data of enterprises, understand the situation of enterprises in a timely manner, and adjust unreasonable rules. This paper establishes a dynamic capability evaluation model and an early warning model for human resource management and further studies the improvement approach based on human resource management. This paper analyzes the application, feasibility, and practical significance of data mining technology in human resource management systems. It focuses on the commonly used algorithms in the field of data mining and proposes specific algorithm application scenarios and implementation ideas combined with the needs of human resource management practices. The experimental results of this paper show that the average working life of incumbent employees is 3.5 years, the average length of employees who leave the company is 5 years, and some employees are 5–6 years old. From this data, it can be seen that the average number of years of on-the-job employees is short, and the work experience has yet to be accumulated.

Modern models of human resource management and their impact on the realization of the creative and labor potential of the company's employees

The article describes some modern models of human resource management. The problem of the influence of these models on the realization of the creative and labor potential of the company's employees is considered. The analysis of a number of management models is based on the idea that when building a modern model adapted to the specifics of the organization, it is necessary to generalize and apply the research and achievements of leading foreign and domestic specialists in the field of HR management. The emphasis is on trying to understand how previously developed models are applicable to implementation in a modern environment. It is noted that today most companies are in need of ready-made modern models of human resource management, . especially in a crisis situation. The absence of a certain conceptual management model leads to the fact that the organization is unable to promptly take the necessary actions to get out of problematic situations or crisis, which becomes a source of recurrence of such problems, generates failures in the functioning of the organization. It is emphasized that the use of such modern models of human resource management will allow companies not only to successfully resist the constantly changing socio-economic and socio-political conditions of functioning, but also to predict them, as well as to use the potential of these models for the prevention and prevention of possible failures of human resource management.

Autonomy in design: reconciling sport employee experiences with forced job design alterations

ABSTRACT Rationale/Purpose: This study adopted the frameworks of human resource management and development to explore how forced adjustments to job designs influenced sport employees’ psychological well-being. Job design reflects the work environment and employee tasks as designed by managers. The pandemic context emphasized the prominence of job design within human resource management models and the need to proactively manage factors related to job design to enable employee well-being. Design/methodology/approach: Semi-structured interviews were conducted with 16 sport employees regarding their direct experience with job design, the resulting influences on their psychological well-being, and future job designs in the sport workplace. Findings: The findings of the study included a discussion of how participants altered their job designs to realize improved psychological well-being. A significant factor in connecting job design with psychological well-being was increased autonomy. Practical Implications: The agency to engage in positive alterations to job designs provided enhanced psychological well-being by helping participants grow personally and professionally. Improved psychological well-being could benefit sport employees and organizations. Research Contribution: This study adds to the growing literature concerning strategic human resource management that can be used to provide improved experiences for sport employees and improve the functionality of sport organizations through enhanced job design.

Human Resource Management of Energy Companies Based on Big Data Analysis

Human resource management mode refers to a comprehensive summary of management objectives, processes, content, methods, and other elements. The more common two modes are control mode and commitment mode. The enterprise human resource management model has many different types. The generation pair promotes the development of enterprise human resource management from the traditional model to the platform model, processing complex data with the help of data-based technical means, and realizing the integration and sharing of resource data. This paper takes an energy company as an example to carry out a detailed study. The article takes the big data as the background and the company as the research object. From the perspective of human resource management, this paper tries to find out the performance management, compensation and benefits management, and other issues of the company in human resource management under the background of the big data era and puts forward corresponding solutions for the current problems. In particular, the company gave certain opinions on how to build a human resource management system in the context of the current big data era. By conducting field research on the company and issuing questionnaires, this paper finds out the current problems of the company in human resource management and proposes corresponding solutions for these problems.

The distinctiveness of public sector HRM: A four‐wave trend analysis

AbstractGiven the rhetoric that human resource management (HRM) models adopted by public and private organisations are becoming more similar, this study questions whether the traditional distinction between public and private sector HRM is still relevant. Building from institutional theory, we study continuity and change using four‐wave data from eight European countries. We find that the traditional public sector investment in employee well‐being continues to be distinctive only for HRM practices aimed at equal opportunities. Private sector organisations, on the other hand, make greater use of performance‐oriented HRM practices including compensation and benefits, performance appraisal data, and modern development and career management practices. Cross‐sector convergence is explained through coercive and mimetic isomorphic change, while persistent differences indicate that time‐honoured public sector values are less susceptible to change. This study provides a much‐needed update of the public‐private comparison and a trend analysis of developments over time.

Embracing the Future of Education Work with Talent Centered Education Leadership

The COVID-19 pandemic, recent awakening of society to its enduring racial pandemic, rising expectations for employer accountability, and an increasingly diverse populace jointly indicate that times are changing for the future of education work. Yet the approach to human resource management (HRM) employed in schools has been criticized for being outdated, and even the “reform” model from the accountability era has been based on debunked and antiquated models. This article synthesizes the literature to summarize talent-centered education leadership (TCEL) and its seven core principles. TCEL is a new education HRM model that promotes inclusivity and humanization of the education workplace and has been suggested as a framework to aid education employers with embracing the future of education work.

Multi-dimensional framework as a new way to study the management of Olympic volunteering

ABSTRACT Research question: This paper presents a new comprehensive framework that brings together a wide range of themes and issues pertaining to the management of Olympic volunteering lacking in the literature. It helps answer the following research question: how and for whom volunteer programmes work, in what circumstances, to what effect and over what duration. The purpose of this study is to demonstrate the theoretical and practical value of combining the Volunteer Process Model (VPM) (Omoto & Snyder, 2002), Human Resource Management (HRM) Model (Cuskelly et al., 2006) and Legacy Cube (Preuss, 2007). This theoretical synergy helps unpack ‘what’ we study, while the premises of critical realist evaluation (Pawson, 2013) ‘Context + Mechanism = Outcome’ (CMO) aid in answering ‘why’ and ‘how’ we study it. Research methods: The London 2012 Olympic Games volunteer (Games Maker or GM) programme was the primary case for this research. Data was gathered before, during and 14 months after the Games in the UK via a mixed methods approach. Survey data from volunteers was complemented with semi-structured interviews with volunteers and managers, the author’s participant observations and documentary analysis. Results and findings: The proposed framework helped identify and evaluate the systems, mechanisms, and processes of developing and managing the GM programme. It became evident that unless key event stakeholders acknowledge the complex nature of Olympic volunteering and put adequate structures, resources and practices in place, the volunteer programmes are ineffective in managing volunteers and attaining a sustainable volunteering legacy. Implications: This paper offers valuable insights into the organisation and management of Olympic volunteering to achieve various programme results. It answers a call for a holistic approach to the phenomenon under study and features new directions for continued academic research in this critical area.

The Boundary Conditions of High-Performance Work Systems-Organizational Citizenship Behavior Relationship: A Multiple-Perspective Exploration in the Chinese Context.

This research synthesizes social exchange, organizational culture, and social identity theories to explore the boundary conditions of the relationship between high-performance work systems and employee organizational citizenship behavior. In particular, it draws on the China-specific management context. In this country, in spite of the wide use of a long-term-oriented and loose-control-focused Western-styled strategic human resource management (HRM) model, a short-term-focused and tight-control-oriented error aversion culture is still popular. The study uses multi-source individual-level survey data in a large state-owned enterprise to test the hypotheses. It is found that employee-experienced, Western-styled high-performance work systems positively impact a China-specific employee’s organizational citizenship behavior (OCB), and the—joint—moderation effects of employee-perceived error aversion culture and organizational identification are significant. The research findings deepen the understanding of the HRM-OCB relationship by demonstrating that culture and identity can jointly adjust the effects of HRM on OCB. The findings also challenge an established argument in the HRM-OCB literature that compatibility between employees’ personalities and organizational values – organizational identification – can enhance OCB.

MODEL MANAJEMEN SUMBER DAYA MANUSIA DALAM PENGELOLAAN LUMBUNG PANGAN SELAMA PANDEMI COVID-19 DI KABUPATEN MALANG

This study aims to describe the human resource management model in managing food barns during the Covid-19 pandemic in Malang Regency. The research method uses a literature review study design or a comparison of various literatures including journals, books, and other sources. The data analyzed using a qualitative descriptive approach. The results of the study indicate that there is a human resource management model in the management of food barns based on information technology, by integrating 4 elements such as the government, the private sector, farmers, as well as local communities and customs. The integration and involvement of 4 elements with Information Technoogy is very important in realizing a good human resource management model in the management of barns at Covid-19 era in Malang Regency.

PROBLEMS OF THEORY AND PRACTICE OF THE IMPLEMENTATION OF THE INNOVATIVE MODEL OF HUMAN RESOURCE MANAGEMENT AS THE BASIS OF THE MODERNIZATION OF THE PUBLIC SERVICE

The article reveals the essence and content of the modernization of the public service through the prism of the introduction of an innovative model of human resources management. Modernization is the engine of positive changes, the process of updating and improving the anciency of the industry. In the context of globalization evolution, the processes of European integration are the main mechanism of strategic development of our country, and therefore, managerial-organizational innovations must be consistent with the tendencies of European countries, which is explicitly foreseen not only by national but also by pan-European documents and rules. On the basis of research of the regulatory framework, scientific developments of domestic scientists and official reporting of authorized bodies of administrative structures. Presently, issues of modernization and reformation of public service, introduction, development and improvement of an innovative model of human resources management in the public sphere were undertaken by K.O. Vaschenko, N.T. Goncharuk, L.V. Prudius, D.G. Katz, O.A. Gavrish, A.O. Lindyuk, N.R. Nyzhnik, M.V. Kuznetsova, H.V. Khachaturian etc. The directions of development of an innovative model of human resources management are revealed, the main problems of the theory and practice of introduction of modernization processes in the field of public service are determined. The author carried out a comparative analysis of normative arrays, defined the common directions of modernization activities in the field of human resources management. The interrelation of national and European theoretical and innovative developments concerning human resources management is explored. The author comes to the conclusion that the introduction of an innovative model of human resources management as a basis for the modernization of public service is a reasonable and objectively necessary measure. However, it is time to move from the theoretical elaboration of this direction of modernization of public service to active practical actions. The implementation of the modernization reform of the public service leaves much to be desired. The author of the article hopes that, while adhering to the requirements of national and international programs of improvement, Ukraine will eventually cease to be an outsider in the public sphere.After all, an increase in the level of human resources management is a key aspect of not only the effectiveness of public service reform, but also the positive development of the economic and social spheres.

Experience in applying the Japanese model of human resource management in a Russian company

Experience in applying the Japanese model of human resource management in a Russian company

Betting on Yourself: A Decision Model for Human Resource Allocation Enriched With Self-Assessment of Soft Skills and Preferences

Recently, many approaches were proposed to support human resource management in finding the best human resources for available jobs. However, existing solutions do not effectively evaluate employees’ skills, or they do only partially, neither provide mechanisms to describe subjects’ skills and desiderata. To face this issue, this paper proposes a decision model for assisting human resource management in effectively evaluating the degree of mutual satisfaction in job-employee assignments. In particular, the decision model has been devised with the following core characteristics: i) employees’ skills are modeled by combining hard skills (e.g.: academic training and competencies) and soft skills (e.g.: socio-relational experiences); ii) employees’ soft skills are self-evaluated, giving importance not so much to experiences possessed but rather how such skills have been applied over time; iii) employees and managers can self-evaluate their preferences to enable the achievement of the optimal allocation by maximizing the global mutual satisfaction iv) partial matches between characteristics and desires of both employees and jobs are measured through a set of tailored fuzzy metrics. The proposed decision model has been validated in a real case to support the allocation of newly hired employees among open job positions in a Public Administration. Results showed an adequate ability of the proposed model both to support the description of employees, skills, jobs and preferences, and to suggest the best allocation maximizing the global mutual satisfaction. Summarizing, a decision model for human resource management with innovative characteristics is proposed and used to support decisions for a real allocation problem.

ОСНОВНІ АСПЕКТИ УПРАВЛІННЯ ПЕРСОНАЛОМ В УМОВАХ ВИСОКИХ РИЗИКІВ

The article characterizes the main factors that cause the emergence of high risks under conditions of war. It covers the main aspects of human resource management under conditions of high risks: the outlook, the methodological aspect, and the practical aspect; and their content is revealed. The aspect of outlook implies a reinterpretation of the management philosophy in conditions of war; the methodological aspect involves choosing effective tools for human resource management based on today's conditions; the practical aspect is the result of using and summarizing experience that was born during the war. The article emphasizes that it is important to use the toolkit consisting of every type of management (risk management, anti-crisis management, stress management, psychological management), since such diversity can minimize the risks. The work draws attention to safety assurance activities that require coordinated mutual activities of structural units that are responsible for safety-related activities, and human resource management services. The study characterizes the broad circle of tasks, activities, and directions to prevent crises, such as: tracing tendencies that can cause threatening situations, analyzing the dynamics of growth within these threats and their possible consequences, developing activities for preventing and minimizing negative effects and providing them with organizational resources. The article highlights the practical aspects of human resource management based on gaining and summarizing experience during the war by HR managers. In particular, it highlights the importance of psychological methods of human resource management. The author emphasizes that, under conditions of war, corporate culture demonstrates significant power and makes it possible to maintain positive relationships in the team, broaden trust boundaries, transform the models of team-building and communication, and assure the interchangeability of the staff. Therefore, it is necessary to embrace the entire arsenal of the elements of corporate culture, especially the ones with symbolic-ritualic character. And this means preserving traditions and rituals that were followed before the war; supporting team activities that unite people, encouraging them to join problem-solving efforts, featuring volunteering, and strengthening the individual potential of each person. The author indicates that thanks to new practices born during the war, new personal characteristics are developed, and new models of human resource management are established, which are capable of assuring fast adaptation and minimization of risks.

Retracted] A Performance Analysis Model for Corporate Human Resource Management Based on Extenics Theory

There are several problems with the performance analysis of corporate human resource management (HRM), namely, the incomplete index system and the difficulty in decision‐making under multiple fuzzy factors. To solve these problems, this paper improves the method for corporate HRM performance analysis (HRMPA). First, a novel corporate HRMPA index system was established under the principle of comprehensiveness. Next, the fuzzy closeness of corporate HRMPA was calculated based on fuzzy theory, and the extenics correlation coefficient of corporate HRMPA was computed with the aid of the extenics theory. Then, fuzzy extenics factors were introduced to create an integrated corporate HRMPA model. The proposed model was proved valid and feasible through case analysis. The research results shed new light on the theories of HRMPA and enjoy great applicable value in engineering.

КОНЦЕПТУАЛЬНІ ЗАСАДИ УПРАВЛІННЯ ЛЮДСЬКИМИ РЕСУРСАМИ В ІННОВАЦІЙНИХ ОРГАНІЗАЦІЯХ

The article notes that the development of effective methods and approaches to human resource management in innovative organizations today is quite an urgent task since innovative entrepreneurship is a necessary basis for the existence of a modern market economy. The article aims to identify features of human resource management in innovative organizations and to develop methodological provisions of human resource management focused on improving the performance of organizations. It was in studies revealing that the basis of management is the human factor, expressed in the ability to organize its own work and teamwork, in the interest in self-development and creative activity. The key figure of management is a professional – a manager capable of seeing the prospects of development of the business he is engaged in, and able to quickly assess the real situation and find the best solution to achieve the goals. The article highlights the main characteristics of creative people, which, according to the authors, determine the success of an innovative organization. It is emphasized that human resources are a company’s most important asset. This is supported by the fact that the employee must have an active stand and constantly monitor whether he is achieving the goals set by him and what his share is in achieving the overall goals of the organization. This is the main reason for the transformation of the requirements for human resource management tactics and strategies as well as for the formation of specific conditions for this. Undoubtedly, to achieve the goals, new (innovative) methods of human resource management must replace the old ones. However, using innovative methods does not mean excluding existing ones, but these methods also require rethinking, especially in the context of innovation. A review of innovative approaches to human resource management methods is carried out. The implementation of conceptual approaches when choosing an effective human resource management model contributes to the growth of competitiveness, the introduction of transformations from the viewpoint of innovation, and increases the efficiency and effectiveness of enterprise management.

Model of Human Resources Management (HRM) Practices Factors Affecting Small and Medium Enterprises (SMEs) Performance

This paper presents a development of Structural Equation Model (SEM) that shows the relationship of human resource management (HRM) practices and the factors affecting the organizational performance of small and medium enterprises (SMEs) in UAE. The model comprises five independent constructs of HRM practices factors and one dependent construct of SME organizational performance. Constructs of Independent Variables (IV) contain 36 items/factors and the construct of the dependent variable (DV) contains ten items/factors. The data used to develop the model was gathered through a questionnaire survey amongst SMEs human resources personnel from several SMEs in UAE. A total of 226 questionnaire forms were collected and analysed with the response rate of 88.7%, which is considered a good representation of the sample size. The developed model was analysed and assessed with AMOS-SEM software at measurement and structural levels to ensure that both levels achieve the fitness criteria. After the structural model achieved the satisfactory level of goodness of fit. The model was evaluated using path analysis to determine the relationship between IV and DV. It was found that all the IVs are significant to DV. Hence, the model has demonstrated the multivariate relationship between the considered variables/factors related to the topic of this paper. The findings can assist the practitioners in SMEs organizations in planning and implementing.

The Monitoring Method of Enterprise Human Resource Efficiency under the Smart City Management Mode

In order to improve the monitoring effect of corporate human resource efficiency under the smart city management model, this paper establishes an evaluation model for the human resource management model between different growth stages of the organization, different organizations in different industries, and different organizations in the same industry. The proposed human resource management model is based on the deduction result of human resource planning and design, work system design and employee system design, and the dynamic matching of the three. Moreover, this paper uses the three-factor vector evaluation model to modify the management efficiency of the human resource model and designs the corresponding intelligent enterprise human resource efficiency monitoring model. In addition, this paper analyzes the system functions and designs experiments to test the model in this paper. Through experimental testing, it can be seen that the enterprise human resource efficiency monitoring system under the smart city management mode proposed in this paper has good practical results.