Human Resource Management Outcomes Research Articles

The mediating role of HRM outcomes in the relationship between employee development and company performance results: A study with a sustainable HRM perspective on Central European MNCs

AbstractThe main goal of the article is to determine the mediating role of human resources management (HRM) outcomes in the relationships between employee development (ED) and company performance results and to establish whether there are any identifiable regularities in this scope in the pre‐pandemic and pandemic period of COVID‐19, the latter being understood as a crisis period, in the headquarters (HQs) and foreign subsidiaries of multinational companies (MNCs). Additionally, the article aims to undertake an interpretation of the obtained research data from the perspective of sustainable HRM. The empirical research encompassed 200 MNCs with headquarters in Central Europe. The research encompassed 200 MNCs headquartered in Central Europe. For statistical analysis, the Partial Least Squares Structural Equation Modeling was used. The results indicate that HRM outcomes serve as a positive intermediary and this mediation is stronger in crisis times. The findings enrich both theory and practice, providing a solid framework for incorporating sustainable HRM into organizational strategic management, including ED, especially in MNCs, to boost performance and resilience. An innovative aspect is the application of employee key performance indicators as the efficiency index to study variable effects.

Human resource management practices in corporate restructuring: a review and agenda for future research

PurposeAlthough corporate restructuring has the potential to provide performance benefits to firms, it can also bring upheaval and challenges to the restructuring firms’ employees. Further, the frequency of corporate restructuring across the business landscape shows no signs of abating. The purpose of this review paper is to identify and synthesize what is known about the selection, implementation and outcomes of the human resource management (HRM) practices that firms deploy in the context of corporate restructuring, with the additional aim of distilling fertile research areas for scholars and best-practice guidance for practitioners.Design/methodology/approachThis paper is based upon a systematic review of 110 articles published in highly-ranked, peer-reviewed journals from 2003 to 2023.FindingsThis review surfaces the predominant ability-, motivation- and opportunity-enhancing HRM practices employed by restructuring firms. It further elucidates the major themes and challenges associated with the use and outcomes of these practices across firms and restructuring settings. The analysis illuminates gaps and opportunities in the literature to suggest future directions for the study of HRM practices and corporate restructuring.Originality/valueThis paper identifies, categorizes and integrates the extant literature on HRM practices and outcomes in corporate restructuring, which is a topic that is salient to both researchers and managers. Papers are classified using the Ability, Motivation and Opportunity framework. An inclusive definition of corporate restructuring, which includes organizational, portfolio, governance and financial restructuring, is applied across two decades of research to provide a comprehensive and holistic assessment.

The effects of shaping employee work engagement and job satisfaction on company performance results: the mediating role of HRM outcomes in Central European MNCs

PurposeThe main goal of the article is to determine the mediating role of human resources management (HRM) outcomes in the relationships between shaping employee work engagement and job satisfaction (SEWE&JS) and company performance results and to establish whether there are any identifiable regularities in this scope in the pre-pandemic and pandemic period in the headquarters (HQs) and foreign subsidiaries of multinational companies (MNCs).Design/methodology/approachThe empirical research included 200 MNCs headquartered in Central Europe. The raw data in the variables were adjusted with the efficiency index (EI) to capture the actual relations between the variables under study. The partial least squares structural equation modeling (PLS-SEM) was used to verify the research hypotheses and assess the mediating effects.FindingsThe research findings show that the HRM outcomes positively mediate the relationships between SEWE&JS and the company performance results. HRM outcomes turned out to be a stronger mediator between SEWE&JS and company performance results in finance and quality in the HQs during the pandemic. By contrast, in the local subsidiaries, they were a stronger mediator of the relationships between the results in innovativeness and quality during the pandemic.Originality/valueIn addition to confirming the results of some other researchers, the research findings also provide new knowledge. They determine the mediating role of HRM outcomes in the relationship between SEWE&JS and the three categories of company performance results, namely finance, innovativeness and quality. In addition, they identify certain regularities in the four studied contexts, which is a novelty in this type of research. A novelty is also the use of employee key performance indicators (KPIs) in the data analysis as the efficiency index in analyzing the effect of the variables under study. The value of the research is also the fact that it covers HRM in MNCs established in Central Europe, which, compared to MNCs from the Western world, is not a frequent subject of research.

Human resource analytics, creative problem-solving capabilities and firm performance: mediator moderator analysis using PLS-SEM

PurposeBased on resource-based and dynamic capabilities theorizing, this study explores how human resource analytics (HRA) can improve human resource management (HRM) performance and organizational performance, with creative problem-solving capability (CPSC) as an underlying mediator for creating value from HRA. It also explores how data quality and HRA personnel expertise act as moderators in this relationship.Design/methodology/approachHypotheses are tested in an empirical study including 191 firms using partial least square structural equation modeling technique.FindingsThe findings confirm the direct and indirect effect of HRA use and maturity on HRM and organizational performance, as well as the mediating role of CPSC. HRA personnel expertise was found to moderate the relationship between HRA and CPSC, data quality being an important factor.Originality/valueThe findings contribute to the sparse evidence of value creation from HRA use/maturity on HRM and organizational outcomes, providing a theoretical logic of resource-based view and dynamic capabilities view based on the underlying causal mechanism through which HRA creates value. The study identified complementary capabilities which when combined with HRA use/maturity and CPSC result in value creation.

Employee Attrition Prediction based on Grey Wolf Optimization and Deep Neural Networks

Despite the constructive application of promising technologies such as Neural Networks, their potential for predicting human resource management outcomes still needs to be explored. Therefore, the primary aim of this paper is to utilize neural networks and meta-heuristic technologies to predict employee attrition, thereby enhancing prediction model performance. The conventional Grey Wolf optimization optimization (GWO) has gained substantial attention notice because of its attributes of robust convergence, minimal parameters, and simple implementaton. However, it encounter problems with slow convergence rates and susceptibility to local optima in practical optimization scenarios. To address these problems, this paper introduces an enhanced Grey Wolf Optimization algorithm incorporating the utilization of Cauchy-Gaussian mutation, which contributes to enhancing diversity within the leader wolf population and enhances the algorithm's global search capabilities. Additionally, this work preserves exceptional grey wolf individuals through a greedy selection of 2 mechanisms to ensure accelerated convergence. Moreover, an enhanced exploration strategy is suggested to expand the optimization possibilities of the algorithm and improve its convergence speed. The results shows that the proposed model achieved the accuarcy of 97.85%, precision of 98.45%, recall of 98.14%, and f1-score of 97.11%. Nevertheless, this paper extends its scope beyond merely predicting employee attrition probability and activities to enhance the precision of such predictions by constructing an improved model employing a Deep Neural Network (DNN)..

Crafting Effective HRM Strategies for Enhancing Organizational Performance and Employee Engagement

Purpose: This study examines the effectiveness of Human Resource Management (HRM) strategies in enhancing organizational performance and employee engagement, addressing gaps in HRM customization for specific organizational needs. Research Design and Methodology: Utilizing a qualitative approach, the research involves semi-structured interviews and document analysis to collect data from a purposive sample of HR professionals, managers, and employees. This exploratory and interpretive study aims to deeply understand the impacts of tailored HRM practices. Findings and Discussion: Key findings reveal the importance of high-performance work practices and strategic HR alignment in boosting organizational performance. The study also highlights the critical roles of organizational culture and leadership styles in enhancing employee engagement and effective HRM strategy implementation. Internal communication quality within organizations significantly affects HRM outcomes. Implications: The study suggests aligning HRM strategies with business goals and enhancing workplace environments to foster employee engagement. These findings contribute to HRM theoretical frameworks and offer practical insights for HR professionals in designing effective, context-specific strategies. Future research should explore these relationships in diverse organizational contexts to optimize HRM practices further.

Development of Gulf Cooperation Council human resources: an evidence-based review of workforce nationalization

PurposeThis study aimed to contribute to the field of Human Resource Management (HRM) by providing a critical review of existing scholarly research and a thematic analysis of the workforce nationalization domain in the Gulf Cooperation Council (GCC) countries. To strengthen the literature on this topic, it seeks to identify key gaps and areas for further exploration.Design/methodology/approachA two-step systematic research methodology (qualitative and quantitative) and a thematic analysis of empirical and theoretical studies were used in this study. The quantitative review was conducted using a predesigned coding framework.FindingsThe study identified and discussed four perspectives of workforce nationalization in the GCC countries. These were (1) the conceptualization of workforce nationalization; (2) the role of institutional policies in achieving it; (3) the practices and outcomes of nationalization efforts and (4) the impact of gender and women in the nationalization process.Research limitations/implicationsThis study has several limitations, which the authors have addressed by proposing several future research avenues. For example, the reviewed studies are skewed toward certain countries (e.g. UAE and Saudi Arabia), which limits the generalizability of their findings.Practical implicationsA more comprehensive definition of nationalization, development of qualitative and quantitative measures to enhance HRM practices and outcomes, and the identification of alternative approaches to improve the employment of locals are emphasized as needs. Additionally, revised measures and mechanisms to rectify negative perceptions about entitlement and the revision of policies to integrate females in the national labor force are suggested.Originality/valueWorkforce nationalization initiatives in the GCC region offer a unique and rich research phenomenon replete with managerial, organizational, economic and political dilemmas. The investigation of this phenomenon would profoundly enlighten employers, policymakers and scholars.

AI in HRM: case study analysis. Preliminary research

The article attempts to identify Artificial Intelligence (AI) algorithms in Human Resources Management (HRM) systems focusing particular attention on candidate selection, career building, and predicting employee attrition. The review examines case studies that demonstrate the benefits of AI in HRM, including enhancing employee engagement and satisfaction, improving recruitment processes, supporting decision-making and predicting employee retention. The research indicates that interpretable algorithms, such as decision trees, are frequently used in HRM solutions. The study emphasizes that AI should be viewed as a tool rather than a replacement for human judgment in HRM. Both the review and article highlight the growing trend of AI in HRM systems and the need for further research in this area to fully understand its impact on HRM practices and outcomes.

The perceived influence of remote working on specific human resource management outcomes during the COVID-19 pandemic

Orientation: Remote work recently gained traction globally due to the coronavirus disease 2019 (COVID-19) pandemic, however, not all companies promptly adapted to this.Research purpose: The study investigated the perceived influence of working remotely on employee productivity and performance management in South Africa.Motivation for the study: The ambivalent trajectory of the COVID-19 pandemic and its long-term accompanying impacts have rendered research topics around the subject pertinent.Research approach, design, and method: A quantitative research approach was employed, and the sample population included remote workers within three South African provinces, between the ages of 18 and 65. The sampling method employed was purposive sampling with a complementary snowball sampling approach.Main findings: The results revealed that respondents preferred working remotely, as this was more convenient and cost efficient for them. However, respondents indicated that remote working caused them to work in isolation and longer hours than in the office to prove their productivity to their line managers and employers, thus impeding their social life.Practical/managerial implications: HR professionals should develop different policies aligned with remote work and restructure business operations in a way that aligns work responsibilities with the online working environment, as respondents felt their organisation’s current performance management and HR Policies were not suited for working remotely.Contribution/value-add: The study offers insights that could assist South African organisations to adopt more effective remote work structures and policies, especially those who will continue with remote work even after the pandemic.

A Theory‐Based Analysis of Null Causality between HRM Practices and Outcomes: Evidence from Four‐Wave Longitudinal Data

AbstractThe last three decades have seen a growing interest in understanding the influence of human resource management (HRM) practices on employee job satisfaction and organizational performance. While the results have been generally positive, most studies have utilized cross‐sectional research designs, which limit causal inferences. Recently, several studies have used longitudinal data but have not consistently found significant causal links between HRM practices and outcomes after controlling for past outcomes. This points to a tension in the literature that merits further investigation. Drawing on general systems theory (GST), we explore this issue by proposing and testing a set of null causal relationships involving HRM practices, organizational performance (i.e., patient satisfaction), and job satisfaction. We show that average scores on HRM practices and outcomes remain relatively stable at the organizational level over time, such that any observed within‐organization change is likely negligible or non‐significant. Using four‐wave longitudinal data (with two, four, and six‐year time lags) from the public healthcare sector, we argue that the causal links between HRM practices and outcomes are indeed sensitive to the forces of dynamic equilibrium operating within a highly institutionalized context. We use GST to highlight the self‐sustaining nature of HRM systems and discuss the ramifications of this stability for strategic HRM research and practice.

Taking a Relational Stance: How Social Network Analysis Can Advance SHRM

Human resource management (HRM) focuses traditionally on the human capital of employees and managers, including their knowledge, skills, abilities, and other personal characteristics, and how these are linked to organizational outcomes. Social network analysis (SNA) has begun to be adopted in the field of HRM as a useful means of revealing relational patterns and dynamics among employees, managers, and organizations which otherwise remain hidden but nevertheless have an impact on individual and organizational strategic HRM (SHRM) outcomes. Also, the roles played by other aspects of individual or dyadic relationships are only starting to emerge. Our article draws on a systematic review of the SNA literature. Our analysis of 113 articles takes stock of the insights for SHRM provided by a relational approach for the interplay between networks and 1) organizational performance, 2) knowledge sharing, innovation, and creativity, 3) diversity, equality, and inclusion in organizations, and 4) HR practices. We propose a research agenda at the interface of SHRM and network studies and develop suggestions about how these insights could inform future research agendas through 1) a focus on network dynamics, 2) the integration of different levels of analysis, and 3) the incorporation of a cognitive perception of networks in studies of SHRM.

An artificial intelligence algorithmic approach to ethical decision-making in human resource management processes

Management scholars and practitioners have highlighted the importance of ethical dimensions in the selection of strategies. However, to date, there has been little effort aimed at theoretically understanding the ethical positions of individuals/organizations concerning human resource management (HRM) decision-making processes, the selection of specific ethical positions and strategies, or the post-decision accounting for those decisions. To this end, we present a Throughput model framework that describes individuals' decision-making processes in an algorithmic HRM context. The model depicts how perceptions, judgments, and the use of information affect strategy selection, identifying how diverse strategies may be supported by the employment of certain ethical decision-making algorithmic pathways. In focusing on concerns relating to the impact and acceptance of artificial intelligence (AI) integration in HRM, this research draws insights from multidisciplinary theoretical lenses, such as AI-augmented (HRM(AI)) and HRM(AI) assimilation processes, AI-mediated social exchange, and the judgment and choice literature. We highlight the use of algorithmic ethical positions in the adoption of AI for better HRM outcomes in terms of intelligibility and accountability of AI-generated HRM decision-making, which is often underexplored in existing research, and we propose their key role in HRM strategy selection.

Artificial Intelligence–HRM Interactions and Outcomes: A Systematic Review and Causal Configurational Explanation

Artificial intelligence (AI) systems and applications based on them are fast pervading the various functions of an organization. While AI systems enhance organizational performance, thereby catching the attention of the decision makers, they nonetheless pose threats of job losses for human resources. This in turn pose challenges to human resource managers, tasked with governing the AI adoption processes. However, these challenges afford opportunities to critically examine the various facets of AI systems as they interface with human resources. To that end, we systematically review the literature at the intersection of AI and human resource management (HRM). Using the configurational approach, we identify the evolution of different theme based causal configurations in conceptual and empirical research and the outcomes of AI-HRM interaction. We observe incremental mutations in thematic causal configurations as the literature evolves and also provide thematic configuration based explanations to beneficial and reactionary outcomes in the AI-HRM interaction process.

The relationship between a numbers of administrative instructions in implementation the process of reducing employees

Since 1992, KRG-IRAQ has been established to governing the northern region of Iraq (Kurdistan), with small number of employees and moderate governmental administrations. However, with passing of time this statues changed, especially after 2004, as new central Iraqi government great budget effluent for KRG-IRAQ, that drags with itself recruitment of hundreds thousands of officials. Then, in 2014, political conflicts occurred between central government of Iraq and KRG-Iraq and together with terrorist organization of ISIS war and crude oil price depression makes KRG-IRAQ not be able to pay full monthly employee's salary. This research tries to introduce a guideline for government rightsizing through using of three administrative regulations of; (Reduced work week), Job sharing and Early retirement. 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AI-augmented HRM: Antecedents, assimilation and multilevel consequences

The current literature on the use of disruptive innovative technologies, such as artificial intelligence (AI) for human resource management (HRM) function, lacks a theoretical basis for understanding. Further, the adoption and implementation of AI-augmented HRM, which holds promise for delivering several operational, relational and transformational benefits, is at best patchy and incomplete. Integrating the technology, organisation and people (TOP) framework with core elements of the theory of innovation assimilation and its impact on a range of AI-Augmented HRM outcomes, or what we refer to as (HRM(AI)), this paper develops a coherent and integrated theoretical framework of HRM(AI) assimilation. Such a framework is timely as several post-adoption challenges, such as the dark side of processual factors in innovation assimilation and system-level factors, which, if unattended, can lead to the opacity of AI applications, thereby affecting the success of any HRM(AI). Our model proposes several testable future research propositions for advancing scholarship in this area. We conclude with implications for theory and practice.

The contribution of e-recruitment practices to e-recruitment outcomes in Russian companies

PurposeThe purpose of this paper is to investigate the impact of e-recruitment practices on e-recruitment outcomes in Russian companies.Design/methodology/approachThis study uses the quantitative approach based on a survey of a sample encompassing 449 companies in Russia.FindingsE-recruitment practices are positively related to e-recruitment outcomes. However, e-recruitment usage does not mediate the relationship between e-recruitment practices and e-recruitment outcomes.Research limitations/implicationsThe extent to which the findings of this research can be generalized is constrained by a single country and cross-sectional data.Originality/valueThe current study is the first to present the e-recruitment practices, including both internet-based ones and internal technology-enabled solutions, within the overall context of human resource management (HRM) digitalization in the companies and specific HRM outcomes.

Towards a Generic Model of Human Resource Management

This theoretical basic research paper was written in order to accomplish three research objectives: (1) to perform a brief description of selected popular models of Human Resource Management (HRM) developed by various scholars or authors; (2) to revisit and review the model of HRM developed by me in 2009; and (3) to introduce a generic model of HRM with an adequate theoretical base. It revealed that at least five popular models exist in the literature of HRM and they were briefly reviewed. The relevant review done with regard to the model developed locally as the first model of HRM in 2009 revealed that it is an internally focused but comprehensive and distinct model with a necessity of incorporating forces which exist in internal and external environments. Finally, a generic model of HRM which is composed of seven interrelated components such as internal environment, external environment, HRM fields and functions, HRM outcomes, organizational outcomes, HRM academic and professional factor, and feedback through evaluation was developed and presented by using several common theories, perspectives, arguments and logical beliefs. Hopefully the generic model will be a significant value addition to the existing local as well as international body of knowledge of HRM which is a highly recognized academic discipline and an established practice.

Values gaps affecting human resources management relations between expats and locals: The case of a Chinese manufacturer in South Africa

ABSTRACT Chinese companies have continued to increase foreign direct investment (FDI) and engagement within Africa, perceived as a last global frontier market, particularly in light of China’s Belt and Road initiative. The literature highlights a number of human resources management (HRM) risks, challenges and misalignments, including values gaps between Chinese company expats and local stakeholders, affecting achievement of the objectives of FDI. Whilst Chinese (Confucianism) and African (Ubuntu) cultural values may appear similar on the surface, there are significant differences in their finer detail that cause HRM challenges in practice. This ethnographic study examined a Chinese manufacturer in post-apartheid South Africa, decoding significant gaps in values towards key themes affecting HRM relations between Chinese expats and local personnel, such as styles of communication, community building, transparency, and planning horizon. Addressing these values gaps was critical to achieving positive HRM outcomes, and thus to the success of the local organization and ultimately the achievement of FDI objectives. Recommendations indicate how the organization and individuals can further contribute towards bridging values gaps, thereby building HRM relations and relationships.

HRM 4.0 and New Managerial Competences Profile: The COMAU Case.

The digital revolution has generated huge changes in the world of work, with relevant implications for the Human Resources Management (HRM) function. New challenges arise in facing digital work, digital employees, and digital management, such that the connection between new technologies and HRM is now described as electronic HRM (e-HRM). Challenges and connection entail the possibility to review the notion of HRM itself, examining new research perspectives and lines of interpretation following a Critical Management Studies approach, thus developing a more contextualized view in conceiving HRM, a more expansive consideration of stakeholders, and a longer-term perspective in approaching the results of digital transformation and HRM outcomes. The article analyzes a specific organizational case, involving a multinational enterprise, and explores how the case study enhances the understanding of HRM as a social practice embedded in specific situated contexts. Such a conception enables the engagement of multiple rationalities, related to both internal and external stakeholders, overcoming a “mere antiperformance stance” and achieving forms of reconstructive reflexivity concerning the interconnection between the digital age, HRM, and the innovative generation of social value through an authentic corporate responsibility.

SME managers’ causal beliefs on HRM as success factor of the firm

ABSTRACT Human resource management (HRM) literature offers abundant theories on the ideal HRM practices leading to positive HRM outcomes and, further, to company performance. However, little is known of small and medium enterprise (SME) managers’ causal beliefs of HRM. We examine how HRM manifests itself in managerial perceptions concerning the important drivers of firm performance. A causal mapping technique was used to elicit perceptions of 37 CEOs of SMEs. The findings indicate that the role of HRM as a performance driver in managers’ causal beliefs varies substantively. The main result of this study is a typology of SME managers’ thinking on HRM as performance factor.