Human Resource Management Research Articles

International human resource management and political risks: Nestlé in the Global South during the Cold War (1950–1980)

ABSTRACT This article demonstrates how international human resource management (IHRM) has been used by multinational enterprises (MNEs) as a strategic tool to mitigate political risks such as nationalization, boycotts, or labor activism. Based on a qualitative embedded case study of the world’s largest food company, Nestlé, this study develops a typology of three major IHRM strategies designed to deal with political risk in Asia, Africa, and Latin America between 1950 and 1980: (a) the training of local managers and indigenization, (b) the reshuffling of managers’ nationality and (c) rewards for the future career of expatriates. This article therefore contributes to the resource-based view of political risk, which has identified how MNEs can develop capabilities to secure and expand their operations in times of political unrest and deglobalisation trends.

Unlocking the Interplay Between Ubuntu Philosophy and Employee Wellbeing in an African Context

ABSTRACT Despite a heightened focus on improving employee wellbeing for mutual benefits, the influence of social cultural characteristics on employee experiences within organizations remains underexplored. Existing research has largely neglected the cultural underpinnings of wellbeing, prompting studies to investigate how non-Western norms and values, particularly in Sub-Saharan Africa, impact employee wellbeing. This study addresses this gap by examining the influence of Ubuntu, on employee’s general life and workplace wellbeing. Ubuntu, a philosophy rooted in communal relationships, shared humanity, and mutual respect. This study investigates the interplay between Ubuntu values and general life and workplace wellbeing within three Zambian organizations. This study used an ethnographic methodology with a mixed qualitative approach, including interviews, observations, and document analysis. Data from 50 purposively selected participants including HR managers, line managers, and employees were analyzed using thematic analysis. The findings reveal Ubuntu’s cultural relevance in fostering inclusivity, mutual support, and growth, demonstrating its relevance for enhancing organizational practices.

Human resource management practices for achieving workplace well-being: Exploring the effects of human resource management practices on military social responsibility and workplace well-being and the moderating roles of abusive supervision climate and military culture in these relationships

ABSTRACT Extensive research on human resource management practices (HRM) practices has been conducted within traditional corporations, yet their application within military organizations remains largely unexplored. Drawn upon institutional theory, this study investigates the impact of HRM practices on workplace well-being (WWB) among military officers and soldiers in Taiwan, with a particular focus on the mediating role of military social responsibility (MSR). Furthermore, we examine the influence of an abusive supervision climate and military culture on the relationship between HRM practices and MSR. Our findings reveal that MSR mediates the relationship between HRM practices and WWB. Interestingly, while an abusive supervision climate weakens the positive relationship between HRM practices and MSR, a strong military culture can mitigate this negative impact. Our study contributes new insights into the relationship between HRM practices and WWB within the unique context of the military, highlighting the complex interplay of MSR, abusive supervision climate, and military culture.

Green HRM practices and firm environmental performance: mediating role of employee green behavior

PurposeThe purpose of this comprehensive empirical study is to investigate the relationships between four green human resource management (GHRM) practices [green recruitment and selection (GRS), green training and development (GTD), green compensation and benefit (GCB), and green performance management (GPM)] and firm environmental performance (FEP) of 92 Bangladeshi manufacturing firms based on the Resource Based View (RBV). Additionally, the researchers examined the mediating role of employee green behavior (EGB) on the four direct relationships.Design/methodology/approachThis research was carried out utilizing survey data obtained from 242 diverse high and mid-ranking executives, including Chief Executive Officers (CEOs), department heads and project managers. The selection of respondents was purposive. Employing a cross-sectional survey design, this study engaged a quantitative deduction approach to examine the assumed hypotheses using partial least squares structural equation modeling (PLS-SEM). Descriptive statistics were conducted using IBM SPSS (Version 29) while SmartPLS 4.1.0.3 was employed to evaluate the measurement and structural models.FindingsThe study revealed that, first of all, GRS, GTD and GPM have significant positive relationships with FEP, while GCB was found to have an insignificant relationship with FEP. Second, GRS, GTD and GPM have significant positive relationships with EGB (the mediator) while GCB has an insignificant relationship with EGB. Third, the mediator (EGB) itself has a significant affirmative relationship with FEP. Finally, concerning the mediating effects, it was observed that EGB exhibits partial mediation on the positive relationships between GRS and FEP; GTD and FEP; and GPM and FEP. However, EGB does not mediate the insignificant relationship between GCB and FEP.Originality/valueScholarly investigations focusing on the relationships between different GHRM practices and FEP are still inadequate. Particularly, such studies on Bangladeshi manufacturing firms are very rare despite being a rising export-oriented economy. The RBV provides a theoretical lens through which the strategic implications of aligning different GHRM practices with environmental performance can be explored. The researchers of this study believe that this empirical study will help reduce the gap in the existing literature regarding the relationships between significant GHRM practices and FEP, and will act as a guideline for upcoming research studies.

The extent of mission-based HRM practices in small and large NPOs: a four-type hybridization model

PurposeTheoretical models of nonprofit organization (NPO) development highlight the effect of paid staff size on the transition from informal to administrative human resource management (HRM) and on the evolution toward mission-based HRM reconnecting with core values. However, more recent literature points to a significant gap between these models and empirically observed realities. In practice, NPO management is often based on administrative HRM practices. Mission-based HRM is only present in less visible hybrid forms. Drawing on an evolutionary approach to HRM hybridization, our research seeks to contribute to this nascent literature by investigating the extent, form and content of these hybrid HRM systems.Design/methodology/approachWe further explore the evolution of NPO HRM using co-occurrence text analysis to treat qualitative data from 36 NPOs and track the semantic cues to a mission-based HRM approach. Our results confirm the adoption of a predominantly administrative HRM in NPOs with less than 50 employees and more hybrid forms of HRM, including mission-based practices, in NPOs with more than 50 employees.FindingsWe identify four types of hybridization: (1) “compartmentalized hybridization”, which brings major changes to specific areas; (2) “nested hybridization”, which involves softening certain practices by introducing one mission-based criterion within an administrative-dominated approach; (3) “semantic hybridization” where a mission-based meaning is given to administrative practices and (4) “decentralized hybridization” where local managers make local adjustments that combine the other three types of hybridization.Research limitations/implicationsAs we needed subgroups of sufficient size to be able to run our analyses, we distinguished between two groups: less or more than 50 employees. However, it should be noted that the variation within these two categories remains important and was not taken into account, which is an important limitation of our study. We invite future research to use larger samples to further assess the linear or threshold nature of the relationship between size and hybridization.Practical implicationsSome may regret that the mission-based model is not more widely adopted in all areas of HRM. Nonetheless, “compartmentalized”, “nested”, “semantic” and “decentralized” hybridization offer four concrete ways of managing the contradictions and tensions between professionalization and maintaining mission-based core values.Originality/valueThe importance of these hybrid forms for NPO sustainability and employees’ acceptance of administrative HRM is discussed.

Institutional complexity in cross-border HRM practices: a comparative analysis in India

PurposeThis study aims to conduct a comparative analysis of human resource management (HRM) practices between domestic and multinational enterprises within India, a large emerging economy. It also highlights the distinct institutional arrangements that potentially influence the employment practices of these organizations.Design/methodology/approachData were collected from a diverse sample of domestic and multinational enterprises in India. The study utilized multivariate analysis to examine HRM practices, focusing on training and development, incentives and rewards and retention practices.FindingsContrary to initial expectations, the results indicate that DEs place significantly more emphasis on HRM practices than MNEs. This finding suggests that organizational scale and global presence do not consistently translate into a greater emphasis on critical HRM parameters. Instead, DEs leverage their local market knowledge and understanding of cultural and institutional nuances to prioritize effective HRM strategies.Research limitations/implicationsThe study did not categorize the nationality of MNEs, which could reveal how different cultural contexts impact HRM practices. It is possible that MNEs headquartered in distinct cultural contexts may exhibit varying behaviors compared to enterprises based in different cultural environments. Additionally, while our findings reveal that domestic enterprises prioritize certain HRM practices over multinational firms, the question remains whether this emphasis translates into favorable organizational performance outcomes.Practical implicationsBoth multinational and domestic enterprises should tailor their HRM practices to align with local dynamics and institutional arrangements. DEs can use their emphasis on HRM practices as a competitive advantage in attracting and retaining local talent, while MNEs should enhance cross-cultural competence to better integrate within different national contexts.Originality/valueThis study introduces a critical rethinking of HRM practices by illustrating the unique ways DEs and MNEs navigate institutional complexities within India. Unlike traditional assumptions that emphasize the superiority of MNE practices, this research uncovers how DEs strategically leverage local institutional knowledge to outperform MNEs in HRM dimensions. By embedding these findings within institutional theory, this study extends the theoretical discourse on organizational adaptability in emerging markets and provides actionable insights for aligning HRM strategies with local institutional contexts, fostering a comprehensive understanding of HRM dynamics across diverse economies.

Predicting model for the employees’ organizational commitment: Integrative approach of organizational identity and career identity

Purpose This study aims to identify the main determinants predicting employees’ organizational commitment types and to evaluate the significance of the predictive model from the perspectives of career identity and organizational identity. Design/methodology/approach This study used a quantitative methodology to develop a predictive model for employees’ organizational commitment. The authors refined the sample of employees who are in the career establishment stage and have a tenure of less than 10 years. This study finally used the sample of 1,257 employees from Human Capital Corporate Panel data (HCCP) and applied random forest as the representative ensemble model. Findings This study developed the predictive model with strong performance. This study identified key determinants, including task satisfaction, top management leadership, top management HRD support, salary satisfaction and relationship-oriented culture. Originality/value This study connected employee career identity and organizational identity. This study found that the connection is strengthened by top management leadership, organizational culture, talent management and HR department effectiveness. This study contributes to enhancing the understanding of employee commitment and informs effective human resource management strategies.

Do job candidates fake to AI? An impression management theory perspective business vs ethical case of DEI and intention to fake in job interview

Purpose This study, leveraging impression management theory, aims to evaluate if job candidates are more likely to fake interviews when interviewed by artificial intelligence (AI) under the moderating influence of their personality and the issuance of a deception warning. Design/methodology/approach This study used MANCOVA, followed by mediation and moderated mediation analyses, to test the hypotheses. Findings This study’s findings suggest that the presence of AI as interviewing agents increases job applicants’ intention to fake job interviews, with the perceived ability of AI vs humans to detect fakeness as a mediator. The conscientiousness of job applicants and warning issuance by the Chief HR officer or CEO moderates the relationship. Originality/value With the advancement of information technology tools such as AI, job interviews in firms are taken over by AI more than humans. This study pioneers research into the potential for increased faking behaviour by job candidates when interacting with AI interviewers. The current study is also one of the pioneering studies, shining a light on the misuse of IT systems in human resource management practices of organisations.

UNVEILING SUCCESS: A CASE STUDY ON THE ROLE OF TRAINING AND DEVELOPMENT IN EMPLOYEE PERFORMANCE

In today’s fast-paced and highly competitive organizational environment, employee performance is directly linked to how well individuals are trained and developed within their roles. As businesses seek to enhance productivity, maintain adaptability, and remain competitive in their respective industries, the strategic importance of training and development has become increasingly evident. This review paper explores the significance of these human resource practices by analyzing a case study conducted at a company that emphasizes capacity building and personal development. The primary objective of the study is to investigate the impact of structured training programs on overall employee performance and organizational growth, with a focus on practical outcomes and real-world applicability. The study begins by situating the importance of training within the broader framework of workforce management. Effective training equips employees not only with the technical skills required for their immediate job responsibilities but also with soft skills such as problem-solving, teamwork, communication, and leadership competencies that are often critical to achieving long-term goals. The reviewed case study documents how it has implemented a range of formal and informal training initiatives tailored to the unique needs of its workforce. These initiatives include workshops, hands-on learning sessions, mentorship, and feedback-driven evaluations, which collectively aim to enhance both individual capabilities and team cohesion. Throughout the internship period, the researcher engaged in continuous observation and participated in organizational activities to gain first-hand insights into the implementation of training programs. Informal interviews and internal documentation provided additional layers of understanding. A key discovery was that employee performance saw a marked improvement following training interventions, particularly in areas such as client communication, project execution, and adaptability to organizational changes. This improvement was not merely anecdotal but supported by feedback from supervisors and productivity data tracked over time. One of the unique features of the approach is its emphasis on contextual learning. Unlike one-size-fits-all training models, the organization prioritizes relevance and applicability. Employees are encouraged to learn in a way that directly reflects their day-to-day responsibilities. This approach has not only increased retention of knowledge but also ensured that training outcomes translate into measurable performance gains. The review also notes that the training culture within the organization fosters continuous learning, where staff are motivated to pursue further growth without external prompting. Another important observation from the study is the psychological impact of consistent training and development. Many employees reported feeling more valued and confident as a result of their participation in learning programs. This morale boost contributes significantly to job satisfaction, loyalty, and a general sense of belonging all of which play crucial roles in enhancing productivity and reducing employee turnover. Moreover, by investing in their workforce, organizations like it also demonstrate social responsibility and long-term strategic thinking, which helps attract talent and maintain a positive reputation in their industry. Keywords: Training and Development; Employee Performance; Human Capital; Organizational Learning; Case Study; Skill Enhancement; Workplace Productivity; Behavioral Change; Performance Evaluation Human Resource Management, Mentoring Continuous Learning, Culture Strategic HR, Employee Motivation.

Potential benefits and challenges of artificial intelligence in human resource management in public institutions

This study explores the benefits and challenges of implementing artificial intelligence (AI) in human resource management (HRM) among public institutions in Tanzania. Using a cross-sectional research design, data was collected from 217 HR practitioners through random sampling and questionnaires. The descriptive approach assessed participants’ understanding of AI, its perceived benefits, challenges, and risks in HRM. The findings on the perceived benefits of AI in HRM show that increased efficiency, better decision-making, and cost reduction are the top advantages, while ease of use ranks the lowest. However, challenges such as lack of expertise, data privacy concerns, high costs, and resistance to change remain significant barriers. Most respondents strongly agree that AI enhances recruitment, training, performance management, and compliance, but concerns persist over bias, transparency, and emotional intelligence limitations in areas like employee relations and compensation. Additionally, results on risks of using AI on HRM indicate that high-risk components like Human Resource Information System (HRIS), Recruitment, Compensation, and Performance Management face serious concerns such as bias and implementation complexity. Moderate-risk areas like succession planning and compliance show manageable challenges, while low-risk components like health and safety and employee relations reflect minimal issues. Statistical analysis confirms significant associations between risk levels and several HRM components, especially HRIS and Recruitment (p < 0.01), highlighting the need for targeted interventions. The study emphasizes the need for public institutions to establish robust ethical frameworks, invest in capacity-building for HR practitioners, and ensure human oversight in AI-driven processes. By addressing these concerns, public institutions can mitigate risks, improve AI adoption, and optimize the potential of AI to enhance HR practices, offering a roadmap for equitable, effective, and ethical implementation of AI technologies in workforce management.

العوامل المؤثرة على الرضا الوظيفي لممارسي العلاقات العامة في المشاريع الكبرى لصندوق الاستثمارات العامة وعلاقته بالأداء

The research examines the variables which affect job satisfaction for publicity practitioners who work on principal Public Investment Fund projects (Diriyah, Neom, Giddiya, Red Sea and Rodhn). The research has used both descriptive-analytical methods to conduct their study through structured questionnaires with 54 practitioner participants. Numerous internal organizational aspects demonstrated statistical relationships with job satisfaction based on the findings of this study including organizational culture and work environment and training opportunities and administrative leadership. The investigation has verified that professionals at higher levels of job satisfaction demonstrate better professional performance results. The research points out several major factors affecting job satisfaction that emerge from inadequate upper-level leadership communication and insufficient resources and excessive workloads and restricted career advancement opportunities. Stress and burnout tend to develop when employees face these workplace factors in large-scale environments that pressure them through demanding tasks. Organizations must establish transparent work environments focused on motivation through promotion of staff participation while maintaining fair remuneration systems. The findings demonstrate an urgent need to establish both open communication systems and repetitive professional development schemes. The research results benefit both scholarly and real-world practices by providing valuable guidelines for those who should enhance employee engagement along with organizational effectiveness. The study offers important findings that future investigations in internal communication and human resource management can refer to. The study concludes that organizations should establish a strategic internal communication system to enhance both work commitment and enduring job satisfaction of their employees.

How Human Resource Management Courses Influence Students' Employment Competitiveness

How Human Resource Management Courses Influence Students' Employment Competitiveness

The Role of Flexible Work Arrangements in Promoting Workplace Diversity and Inclusion

Against the background of increasing attention to Diversity and Inclusion (D&amp;I) in the workplace, Flexible Work Arrangements (FWA), as an important human resource management strategy, is becoming a key way to support a diverse workforce and promote an inclusive organizational culture. This paper discusses the role of FWA in enhancing workplace diversity and inclusion, and reveals the multi-dimensional value of FWA. Specifically, FWA can increase the workplace participation of disadvantaged groups such as women, people with disabilities, and caregivers, promote the formation of an inclusive and supportive organizational culture, and enhance the employer brand influence of enterprises by attracting and retaining diverse talents. The paper also analyzes the impact of flexible working on the employer brand. In addition, this paper analyzes the practical paths of flexible work in D&amp;I promotion, including diversity-oriented system design, inclusive leadership training, and the use of digital tools to achieve data-driven and employee-centered management models. This paper provides a theoretical basis and practical reference for enterprises that wish to promote D&amp;I construction through flexible work.

Don’t Build a Rocket with Bicycle Blueprints: When AI Dreams Meet HR Realities

Modern Human Resources (HR) strategies now base their core operations on Artificial Intelligence (AI) because it promises complete transformation of talent acquisition as well as workforce analytics and organizational decision-making. The lightning-fast AI capability advancements stimulate organizations to adopt systems prematurely before they have proper digital readiness and cultural preparedness. This paper examines the essential flaw between advanced AI technology capabilities and basic HR operational readiness that we describe as using "bicycle blueprints to construct rockets." An HR AI Maturity Model is proposed which includes technical infrastructure together with data quality and a battery of process digitization standards and organizational culture and leadership alignment criteria. Our study implements a benchmarking methodology to perform an industrial comparison of HR AI maturity. Organizations in information technology demonstrate advanced flexibility with experimental activities but manufacturing and healthcare face operational challenges caused by weak system structure, regulatory barriers, and inadequate data management practices. The implementation of unprepared AI deployment produces four covert burdens which include reduced system adoption, obscure algorithms, mismatched data, and dissatisfied stakeholder groups. The paper states clearly that AI cannot fix every organizational process while also stressing that human resources management systems need more than quick implementation solutions due to their inherent complex behavioral characteristics. The paper offers strategic guidelines for HR professionals to adopt responsible AI systems that encompass staged implementation against organizational development levels, with systematic privacy protocols, staff training initiatives, and human-focused AI approaches. A successful transformation of HR through AI technology requires more than just access to modern tools because it needs the ecosystem to demonstrate adequate preparedness. Organizations that are moving from AI hype to habitual use must examine their approach carefully to avoid mistakes between what they desire and what they actually accomplish. Success requires a systematic design enhanced by honesty and strict methodology to lead organizations toward their goals.

Human Resource Management of Tour Guides: Challenges and Strategies for Improving Service Quality

This study aims to identify the challenges faced by tour guides in Indonesia and formulate strategies to improve their service quality. The research adopts a quantitative approach with a descriptive design, using data collection through questionnaires distributed to 200 purposively selected tour guides. The data were analyzed using descriptive statistics and linear regression tests. The results reveal that the main challenges faced by tour guides include low economic welfare, limited opportunities for formal training, and competition with unlicensed tour guides. Tour guides also reported that high workloads and uncertain working hours added to the complexity of their tasks. To improve service quality, the strategies most valued by respondents include providing better incentives or compensation systems, continuous training, and strengthening regulations and licensing for tour guides. Hypothesis testing results show that economic welfare and work experience significantly influence service quality. Based on these findings, it is recommended that tour guides enhance their skills through ongoing training, tourism destination managers provide training facilities and improve tour guide welfare, and travel agents collaborate to ensure licensing and welfare for tour guides. Collaboration among stakeholders is needed to create a more professional and sustainable ecosystem in Indonesia's tourism industry.

Organizational Drivers of Turnover Intention in China’s Manufacturing Industry: Evidence of the Mediating Role of Employee Motivation

This study investigates the influence of organizational factors—namely organizational commitment, organizational justice, and reward management—on employees’ turnover intention in China’s manufacturing industry, with employee motivation as a mediating variable. A quantitative approach was adopted using a structured survey distributed to 487 full-time employees in medium and large manufacturing firms across several industrial provinces in China. The data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to test the proposed direct and mediating relationships among the variables. The results reveal that all three organizational factors significantly reduce turnover intention both directly and indirectly through employee motivation. Organizational commitment, justice, and reward management positively influence employee motivation, which in turn negatively impacts turnover intention. Furthermore, employee motivation plays a partial mediating role in the relationship between organizational factors and turnover intention. These findings confirm the theoretical assumptions of Self-Determination Theory and Social Exchange Theory within the Chinese manufacturing context. The cross-sectional design limits causal interpretation, and the reliance on self-reported data may introduce common method bias. Future studies are encouraged to use longitudinal designs and multi-source data. The findings provide practical insights for HR managers in manufacturing firms to reduce employee turnover by fostering commitment, fairness, and equitable reward systems that enhance motivation and engagement. This study extends motivational and exchange-based theories by providing empirical evidence of the psychological mechanism through which organizational practices influence turnover intention in an emerging economy context.

The Role of Administration in Enhancing the Efficiency of Human Resource Management at the Tax Office

This study examines the strategic role of administrative functions in enhancing the efficiency of Human Resource Management (HRM) in Indonesian tax offices. Using a descriptive qualitative case study approach, data were collected through interviews, document analysis, and direct observation at two regional tax offices. The findings reveal that structured and digitized administrative systems significantly improve the performance of key HR functions, including recruitment, payroll, training, and employee data management. Efficiency scores in administratively supported environments were consistently higher—averaging 27.9% more—than in settings lacking such support. Notably, digital tools reduced processing time, minimized errors, and strengthened transparency and accountability. The study concludes that administration must be reframed from a support function to a strategic enabler within HRM. Strengthening administrative capacity is essential for improving institutional effectiveness, especially in the public sector context.

Strategies for Sustainable Employee Performance in the Post-Pandemic Era: A Qualitative Approach

The COVID-19 pandemic has fundamentally changed workplace dynamics, placing employee mental health and well-being at the forefront of Human Resource Management (HRM) priorities. As organizations navigate the post-pandemic era, ensuring continued employee performance requires a strategic emphasis on psychological resilience, work-life balance, and organizational support systems. This study uses a Systematic Literature Review (SLR) approach following the PRISMA framework to identify effective HRM strategies that promote workplace mental health and well-being. The study’s findings highlight key strategies, including flexible work arrangements, Employee Assistance Programs (EAPs), leadership-driven well-being initiatives, and the promotion of a supportive organizational culture. These strategies not only reduce mental health risks but also improve employee engagement, productivity, and retention. This study presents a comprehensive framework for HR practitioners to integrate well-being into organizational policies, ensuring long-term resilience and competitiveness in an increasingly volatile work environment.

Green Human Resource Management Practices on the Sustainable Performance of India's Sports Sector

Green Human Resource Management Practices on the Sustainable Performance of India's Sports Sector

Pengaruh Beban Kerja dan Lingkungan Kerja Terhadap Turnover Intention pada Karyawan Honda Gajah Motor Cabang Khatib Sulaiman Padang

The high level of turnover intention in the automotive sector, especially in motorcycle dealerships, is a serious challenge for human resource management. This study aims to examine the effect of workload and work environment on turnover intention in Honda Gajah Motor Padang employees. This study uses a quantitative approach with a sample size of 165 employees selected through total sampling technique. The instrument used is a closed questionnaire in the form of a Likert scale, and the data collected is primary data. Data analysis techniques include validity and reliability tests, classical assumption tests, multiple linear regression analysis, and hypothesis testing, with the help of the latest version of the SPSS program. The results showed that partially workload and work environment have a positive and significant effect on employee turnover intention. Thus, it can be concluded that high workload and non-conducive work environment contribute to the increasing intention of employees to leave the company. This research provides practical implications for management in designing workload management strategies and improving the quality of the work environment to reduce turnover intention.