Human Resource Management Innovation Research Articles

Socially responsible human resource management and employee innovation performance: the roles of person-organization fit, work engagement and individualism orientation

Socially responsible human resource management and employee innovation performance: the roles of person-organization fit, work engagement and individualism orientation

Looking back to look forward: Disruption, innovation and future trends in international human resource management

Recent global challenges, particularly the COVID-19 pandemic, have underscored the critical role of human resources in international business, pushing disruptions and innovations to the forefront of international human resource management (IHRM) research and practice. This special issue editorial provides a timely and in-depth examination of the evolving IHRM landscape, reflecting on the profound changes brought by the pandemic and investigating the transformative potential of AI-driven innovations in shaping an uncertain future. Through our exploration, we challenge several dangerous assumptions that global leaders must navigate and propose a forward-looking research agenda for the IHRM field. Our analysis highlights five key themes: (1) demographic shifts and diversity, (2) evolving patterns in globalization and global mobility, (3) the complexities of managing global workforces, (4) emerging dynamics in international careers, and (5) the role of multinational enterprises (MNEs) and international small- and medium-sized enterprises (SMEs). Together, these themes offer a comprehensive framework for advancing IHRM research and practice in an increasingly complex and dynamic global environment.

Challenges and Technology Trends in Implementing a Human Resource Management System: A Systematic Literature Review

Background: Human Resource Management System (HRMS) is an important aspect of managing organizations. However, the successful integration of the system into respective roles is often associated with diverse technological challenges and trends. Some major obstacles identified in recent research include reluctance to change, lack of training, fragmented Human Resource (HR) data, rigid processes, and continuous changes in organizational needs. Exciting technology trends offer promise for next-generation HRMS solutions, including artificial intelligence (AI), machine learning, predictive analytics, and mobile accessibility. This shows the need for a systematic literature review to comprehensively map the challenges and technology trends shaping the implementation of HRMS. Objective: This research aimed to conduct a comprehensive review of existing literature to identify the main challenges faced during HRMS implementation and the latest technology trends in the space. Methods: A systematic literature review was adopted through the Kitchenham method with a focus on five databases including Scopus, Emerald, IEEE, Science Direct, and ProQuest. Results: The result was in the form of a table mapping of the challenges faced by each stakeholder in HRMS, including resistance to change, lack of management support, and limited technology infrastructure. Meanwhile, the most common technology challenges found were system integration issues, data security, and lack of technical capabilities or skills. The potential opportunities from technology trends to address the issues included training and skills development, enhanced cybersecurity, and effective change management methods. These recommendations were designed to support organizations in further optimizing HRMS utilization and leveraging the latest technologies such as AI and blockchain. Conclusion: The review used a structured method to develop a rich overview through tabular presentations summarizing problem identification and technology trend compilation of HRMS. The systematic exploration aimed to contribute valuable insights into the complexities of HRMS implementation and offer a comprehensive perspective on the emergence of relevant technology trends. The results were expected to contribute to future research directions in this important area at the nexus of Human Resource Management (HRM) and technological innovation. Keywords: Human Resource Management System, Challenges, Technology Trends, Systematic Literature Review

Assessing the Effects of Organizational Culture on the Connection Between Innovation in Organizations and Human Resource Management

This article examines the significance of human resource management (HRM) in innovation, organizational culture, and organizational effectiveness. The conceptual framework creation was supported by extracting information from literature research on related study topics, such as resource-based views and organizational effectiveness. This paper seeks to address the existing gap in the literature on organizational effectiveness by emphasizing the role of HRM in influencing business performance. Specifically, it focuses on the intermediate impact of HRM on innovation and culture. This research can help higher education institutions better understand how human resource policies can improve long-term performance by encouraging innovation and fostering an effective culture.

INNOVATIONS IN HUMAN RESOURCE MANAGEMENT IN THE PUBLIC SECTOR OF UKRAINE

The article examines the characteristics of innovations in human resource management within Ukraine’s public sector. It defines the concept of innovation in human resource management as the introduction of new ideas, methods, technologies, and processes aimed at enhancing the efficiency and effectiveness of managing human resources. The importance of studying this topic is highlighted, particularly in light of the need for the public sector and government bodies to adapt to the demands of wartime and the socio-political crisis, as well as the necessity to develop a strategy for advancing the public sector through the implementation of various international agreements. The main objective of the study is to analyze the specific features of introducing innovations in the human resource management system of Ukraine’s public sector. This includes identifying successful practices for implementing electronic systems, key areas for the digitalization of public administration, and promising research directions. The study demonstrates that several organizational, technological, and social variables influence the interactions between employees, management, and other stakeholders. For instance, technological innovations enable the automation of HR processes (e.g., talent management systems, HR analytics, electronic document management platforms) and the use of online tools for employee training and development (e-learning, webinars). Organizational innovations promote the adoption of new management models. The study highlights several priority areas for further development: strategic communications in public policy, shaping the corporate culture of government agencies, defining their mission, strategic goals, values, and vision; fostering innovative leadership; developing horizontal connections within organizations through innovation; and ensuring principles such as fairness, transparency, openness, and equal access through the digital transformation of public administration.

Examining the impact of artificial intelligence on employee performance in the digital era: An analysis and future research direction

A new era of digital transformation has begun with the rapid integration of Artificial Intelligence (AI) technology with human management, changing traditional methods to people management. Due to the unprecedented digital transitions that businesses are seeing, AI integration in Human resource management (HRM) has become a significant area of focus. This systematic literature critically examines how AI is altering the landscape of its impact on employee performance in the HRM area in the era of digital transformation. The Scopus database, where 73 peer-reviewed articles are found These are subjected to integrated methodology of Bibliometric analysis, Content analysis, Epistemological analysis and Substantive analysis to identify the emerging themes, trends and contribution of theory in the AI impact on the employee performance in digital transformation era. The results identifies the major themes a) Digital Transformation in HRM for enhancing Efficiency b) Deep learning and neural networks in HRM c) Innovation and Technology adoption in HRM and d) Human resource investments. From the epistemological analysis results “Resource Based theory,” has been mentioned highest (4 times) and shows how HRM is evolving in the context of digital change. With 3 instances each, institutional theory with empirical study is being the most common method. Substantive analysis shows the Digital Transformation, Employee Performance, Work life balance, and Organisational change are the significant criteria, whereas sub-criteria included Innovation, performance management, and Techno stress. Additionally, it investigates the challenges and opportunities arising from how AI is incorporated into HRM procedures and its implications for workforce dynamics. The study has proposed a model of 3 major criteria and 14 sub criteria for future research actions based on substantive analysis. AI integration in HRM requires strategic planning, ethical considerations, and employee well-being. Organisations that recognise these consequences and handle issues will be more prepared for AI-driven HRM.

ANALYSIS OF THE INTEGRATION OF TECHNOLOGICAL INNOVATIONS IN THE MOTIVATION STRATEGIES OF THE ENTERPRISE

This article investigates the impact of contemporary technological innovations on corporate motivational strategies, focusing on the integration of digital tools, analytical systems, and mobile applications into employee motivation processes. The relevance of the topic is underscored by the rapid technological advancements that are transforming management practices and employee needs, as well as enhancing business competitiveness. The works of Ukrainian scientists and economists have been analyzed regarding various aspects of the impact of modern technologies on employee motivation, approaches to their implementation, and the practical results they provide for enterprises. The paper examines how technological innovations—particularly digital feedback platforms, analytical systems, mobile applications, and gamification—affect motivational strategies by enabling more personalized and effective motivation management. It explores how these tools contribute to increased employee productivity, reduced turnover, and improved organizational culture. Existing approaches and outcomes of new technology implementations are evaluated, highlighting the need for further research to develop adaptive and dynamic motivational systems. The article offers recommendations for optimizing employee motivation processes through modern digital tools and approaches. The findings are valuable for practitioners and researchers involved in human resource management and technological innovations in business. Attention is drawn to further research on the impact of technological innovations on employee turnover management and the adaptation of new hires. It is determined that assessing the effectiveness of new approaches to employee integration and motivational support during the first months of employment can help develop strategies that reduce turnover rates and increase the engagement of new employees. It is substantiated that the prospects for further research in this field focus on expanding the understanding of how technologies can not only support but also transform motivational strategies, providing businesses with new opportunities to achieve their goals and enhance competitiveness.

The Mediating Role of Strategic Adaptability on the Relationship between Human Resource Management Strategies and Innovation

The Mediating Role of Strategic Adaptability on the Relationship between Human Resource Management Strategies and Innovation

Human Resource Management Innovation Strategy in Realizing Competitive Advantage

Human resource management is the most essential thing in an organization. Because superior human resource management can increase competitiveness, for this reason, management needs to study more deeply the resources that can be relied on to compete in a competitive business environment and place leverage on resources that can place the company in a competitive position in the long term. Therefore, human resource management innovation strategies have many managerial implications for business policymakers. The research used a qualitative approach with literature methods (library study), which are appropriate to the current problems. Namely the importance of human resource management strategies to realize superior competitiveness. The results of this research show that human resource management is the heart of corporate or organizational governance. Management strategies and innovations are needed to improve superior and competitive human resources. Steps or forms of innovation strategy for Human Resources (HR): Continuous training in stages and stages, Mastery of technology and digitalization, More active marketing, Forming a solid team, Establishing more comprehensive relationships, Transparency, Committed, Competent, Flexible, and Innovative integrated as a competitive quality.

The role of strategic communication and sensemaking in implementing management innovation

PurposeThis study explores the dynamics of implementing management innovation, focusing on a case of innovation in human resource management within a large Japanese firm. It aims to understand how innovators perceive and react to employees’ evolving responses to management innovation and how these perceptions and reactions influence innovation implementation.Design/methodology/approachThe study employed a single-case study design because it was suitable for exploring complex phenomena within their real-life context. It involved an in-depth analysis of a firm undergoing management innovation through participant observation, interviews and analysis of company documents.FindingsThe study identified a multi-phase process of management innovation at the research site, characterized by initial resistance followed by gradual acceptance of the innovation. Innovators’ strategies to manage and respond to employee feedback and adaptation of the innovation process were crucial in the eventual acceptance of management innovations. Despite achieving a degree of acceptance, cultural and structural challenges persisted, highlighting the complex interplay between innovation, organizational culture and employee responses.Originality/valueThis research contributes to the management innovation literature by illuminating the intricate dynamics of implementing management innovation. It extends existing theories of innovation implementation by demonstrating the significance of managing recipient perceptions through strategic communication and the importance of cultural and contextual sensitivities in management innovation.

The Effect of Green Human Resource Management and Green Innovation on Environmental Performance with Employee Green Behavior as a Mediating Variable: A Case Study of PT. PLN (Persero) Distribution Jakarta Raya

Global warming and other environmental issues have become a major focus on the global agenda. Indonesia, as a developing country with a significant industrial sector including the electricity industry, faces significant challenges related to carbon emissions and environmental impacts. This study aims to investigate the influence of Green Human Resource Management (Green HRM) and Green Innovation on company Environmental Performance, considering the role of Employee Green Behavior as a mediator at PT. PLN Distribution Jakarta Raya. The research adopts a quantitative descriptive approach with a cross-sectional design. The research sample consists of employees from PT. PLN Distribution Jakarta Raya selected through purposive sampling. Data were collected via questionnaires and analyzed using Structural Equation Modeling (SEM) with Partial Least Squares (PLS). The analysis results indicate that Green Human Resource Management (H1) significantly and positively influences Employee Green Behavior and Environmental Performance at PT. PLN Distribution Jakarta Raya. Furthermore, Green Innovation also has a significant positive effect on employees' green behavior and Environmental Performance in the company. Employee Green Behavior has been shown to contribute significantly to Environmental Performance. However, the influence of Green Innovation on Environmental Performance is not significant. Moreover, Employee Green Behavior can act as a mediator linking the influence of Green Human Resource Management on Environmental Performance, but not in the case of Green Innovation. This study contributes to the fields of environmental management and human resources by highlighting the importance of integrative strategies to achieve better Environmental Performance in companies. The next step involves implementing these practices on a broader scale to support environmental sustainability in the future.

Studying the role of corporate social responsibility, green HRM and green innovation to improve green performance of SMEs

PurposeThe purpose of this study is to find out the relationship between the corporate social responsibility (CSR) and green performance (GP) of Pakistani manufacturing SMEs. This study further explores the mediating roles of green human resource management (GHRM) and green innovation (GI) in the relationship between CSR and GP.Design/methodology/approachA survey method was used to collect data from manufacturing SMEs. Data were collected from 366 respondents working in higher positions and playing a decisive role in the organization. The collected data were analysed by applying structural equation modelling with the help of smart PLS.FindingsThe study shows that CSR (customers, society, employees) helps significantly improve a firm's GP. Furthermore, this study explores how GI (process, product) and GHRM (skills development, motivation and involvement) mediate the relationship between CSR and GP.Research limitations/implicationsThis study is limited to manufacturing SMEs and a single developing country, Pakistan. However, this study will significantly contribute to the existing literature on GP and help manufacturing firms’ top management take steps to minimize carbon emissions and improve GP. Furthermore, this study will also provide valuable insights to government agencies in the Asian context to adjust their policies regarding the manufacturing sector to reduce pollution in the country.Originality/valueAs a pioneering study encompassing CSR, GHRM, GI and GP under one research paradigm in an emerging economy environment, the current research provides substantial additions to the literature on the impact of CSR on GP.

The mediating effect of green organizational culture on the link between green human resources management and green innovation

The mediating effect of green organizational culture on the link between green human resources management and green innovation

Research model on the impact of human resource management and educational innovation on the engagement and sustainable development of lecturers: Case study at private universities in Ho Chi Minh City

Research model on the impact of human resource management and educational innovation on the engagement and sustainable development of lecturers: Case study at private universities in Ho Chi Minh City

Green human resource management and green ambidexterity innovation in the wine industry: exploring the role of green intellectual capital and top management environmental awareness

The present study investigates the influence of green human resource management (GHRM) on green ambidexterity innovation (GAI) within Spanish wineries, examining the mediating effect of Green Intellectual Capital (GIC) and the moderating role of Top Management Environmental Awareness (TMEA). Building on existing literature, a conceptual model was developed and tested using structural equation modeling (PLS-SEM) with data collected from 196 Spanish wineries between September 2022 and January 2023. The findings reveal a significant positive relationship between GHRM and GAI, with GIC partially mediating and TMEA positively moderating this relationship. The originality of this study lies in its empirical testing of the proposed model, addressing a previously unexplored area in the field. These results provide valuable insights for both academia and industry, highlighting the importance of integrating environmental considerations into human resource practices to foster innovation and sustainability.

The influence of green human resource management and green innovation on business sustainability mediated by digital skills at RSUD sayang cianjur

The influence of green human resource management and green innovation on business sustainability mediated by digital skills at RSUD sayang cianjur

Growing success with sustainability: The influence of green HRM, innovation, and competitive advantage on environmental performance in the manufacturing industry

President Xi set a long-term mitigation target of carbon neutrality by 2060 in September 2020 to cut carbon emissions and improve environmental performance. As a result, the current study aims to investigate how green human resource management and green innovation affect environmental performance in pursuit of the ultimate objective of carbon neutrality. Furthermore, the research considers the potential mediating effect of a green competitive advantage to clarify the mechanisms by which GHRM and green innovation impact environmental performance. Data from 278 employees in the manufacturing industry of Heilongjiang Province were collected through a questionnaire, for which we used a quantitative random sampling technique. The study employed the Smart PLS-4 structural equation modeling technique and revealed that all three factors significantly influenced environmental performance: green HRM, innovation, and competitive advantage. Resource-based view (RBV) theory served as the theoretical foundation for the study. The study uniquely contributes to the literature on GHRM, green innovation, competitive advantage, and environmental performance.

Leadership Development Strategies in Organizations: The Role of Human Resource Management in Improving Effectiveness and Productivity

Effective human resource management strategies are key to sustainable business growth in a rapidly changing and competitive business environment. For organizations wishing to remain relevant and competitive in the global marketplace, the importance of leveraging innovation, environmental sustainability, and ethics and social responsibility in human resource management is of great concern. Therefore, the purpose of this research is to determine how the implementation of human resource management strategies that focus on innovation, sustainability, and ethics can help organizations achieve sustainable growth. This research was conducted using a descriptive-analytical approach by collecting data through literature review and content analysis of various relevant sources. The findings of this study revealed that HRM strategies based on innovation and sustainability help organizations to maximize human resource potential and create productive and sustainable work environments. In addition, the application of ethics and social responsibility in HR decision-making is a key pillar in creating an organizational culture of integrity. Organizations can achieve sustainable growth and sustainability by implementing this strategic approach.

Research on Enterprise Human Resource Management Reform Strategy in the Era of Big Data

In the 21st century, with the development of the Internet, mobile devices, and information technology, society has entered a new era: the era of big data. With the help of big data technology, enterprises can obtain massive market and consumer data, realize in-depth analysis of business and market, and enable enterprises to have a deeper understanding of consumer needs, preferences, and behaviors. At the same time, big data technology can also help enterprises carry out human resource management innovation and improve the performance and competitiveness of enterprises. Of course, from another perspective, enterprises in this era are also facing severe challenges. In the face of massive data processing and analysis, it requires superb data processing and analysis capabilities. Secondly, enterprises need to reconstruct their management system to adapt to the changes in the era of big data. Enterprises must treat data as assets and establish a perfect data management system. In addition, enterprises also need to pay attention to protecting customer privacy and data security to avoid data leakage and abuse. In this context, this paper will explore the thinking of enterprise human resource management innovation in the era of big data, and put forward some suggestions on enterprise human resource management innovation.

Rigid frameworks or flexible approaches? The debate on employee engagement measurement in organisational contexts

PurposeThis strategic commentary aims to examine the benefits and drawbacks of rigid frameworks versus flexible approaches to measuring employee engagement, arguing for a hybrid model that incorporates the best of both to better correspond with organisational subtleties and strategic goals.Design/methodology/approachThis study compares the standardised, benchmarking capabilities of inflexible frameworks such as Gallup’s Q12 to the adaptability and customisation potential of flexible approaches. It emphasises the creation and implementation of a hybrid methodology that preserves the integrity of engagement measurement while also incorporating organisational-specific insights.FindingsDespite their different benefits, rigid frameworks may neglect distinct organisational cultures, whereas completely flexible techniques may suffer with measuring consistency. A hybrid model, which combines core standardised questions and unique items, provides a balanced solution for improving the relevance, actionability and reliability of engagement data across dynamic organisational landscapes.Originality/valueThe discussion culminates with the proposal of a hybrid measurement strategy as a strategic innovation in human resource management. By combining scientific rigour and contextual sensitivity, this model provides a nuanced roadmap for organisations looking to thoroughly understand and effectively negotiate the complexity of employee engagement in an evolving work environment.