Human Resource Management Innovation Research Articles

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

Purpose This 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/approach This 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. Findings Despite 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/value The 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.

Human Resources Management and Educational Innovation: Understanding Lecturer Engagement in Vietnamese Private Higher Education

Human Resources Management and Educational Innovation: Understanding Lecturer Engagement in Vietnamese Private Higher Education

Bibliometric Analysis of Trends and Themes in Human Resource Management Research: A Focus on Indonesian Scholarly Contributions


 This bibliometric analysis explores trends and themes in Human Resource Management (HRM) research, focusing specifically on contributions from Indonesian scholars. Through systematic data collection and analysis utilizing electronic databases and specialized software, prevalent topics, research methodologies, and publication trends within Indonesian HRM research were identified. The analysis revealed key clusters of research, including electronic human resource management practices, green HRM, strategic management, and innovation. Additionally, less densely covered research areas were highlighted, indicating potential avenues for further exploration. The findings offer valuable insights for academia, industry, and policymakers, facilitating informed decision-making and promoting the advancement of HRM practices in Indonesia.

Research on Big Data and Artificial Intelligence Driven Human Resource Management Innovation

This paper focuses on the application and innovation of big data and artificial intelligence in the field of human resource management. With the continuous development of information technology, big data and artificial intelligence have become indispensable and important tools in enterprise management. In the field of human resource management, the application of big data and artificial intelligence provides enterprises with more accurate and efficient management methods and promotes the innovation and development of human resource management. This paper first introduces the basic concepts and characteristics of big data and artificial intelligence, and then analyzes their applications and innovations in recruitment, training, performance management, and employee benefits. Next, the paper discusses specific cases of big data and artificial intelligence in human resource management and evaluates their effects and impacts. Finally, the paper summarizes the roles and challenges of big data and artificial intelligence in human resource management and looks ahead to the future.

The Impact of Artificial Intelligence on Enterprise Human Resource Management

Artificial intelligence is an important product of the progress of scientific and technological development, which has been widely promoted in various industries and fields of society, and has achieved good application results, with broad development space and prospects. Especially in the full application of enterprise human resource management work, artificial intelligence reflects a great advantage, realizing the optimization of organizational structure and human resource management innovation, improving the overall work efficiency, etc., but at the same time, it also has certain negative impacts, such as the industry threshold enhancement, personnel elimination, etc., which has brought about certain negative impacts on the harmonious development of society. The purpose of this paper is to discuss the application of artificial intelligence in enterprise human resource management, and analyze its impact on enterprise human resource management, in order to further improve the application of artificial intelligence, to provide technical support for enterprise human resource management.

Greening the UAE workforce: Can green human resource management and domestic environmental regulations support green innovation at the workplace?

This study aimed to investigate how legal regulations mediated the relationship between green human resource management (GHRM) practices and innovation in organizations. It assessed the impact of GHRM on employees’ commitment to environmental sustainability through training and communication. Additionally, the study examined how employees’ environmental values influenced their innovative behavior within the organizational context. The study used structural equation modeling and multigroup analysis. A survey was conducted among 246 employees aged 20-59 years and employed in transportation (Etihad Airways and Dubai Silicon Oasis Authority), tourism (Burj Khalifa, Jumeirah Group, Sheraton, and Hilton), energy and utilities (Dubai Electricity and Water Authority, Masdar City, and Abu Dhabi National Oil Company), development (Department of Urban Planning and Municipalities, Research Technology and Innovation Parks, and National Health Authority), and agriculture (Agthia Group, Badia Farms, Al Dahra, and Al Rawabi) sectors. GHRM practices significantly affected employees’ attitudes and behaviors, fostering their engagement in sustainability initiatives. Environmentally conscious employees favored creative and sustainable work practices. Domestic legal regulations and organizational practices enhanced the innovative response. Moreover, younger pro-environmentalist employees demonstrated increased receptivity to GHRM practices compared to older employees. In conclusion, GHRM contributed to economic diversification in the UAE by fostering a workforce skilled in sustainable practices, attracting talent to support emerging industries, aligning with economic reforms, and enhancing the overall reputation of the country as a hub for sustainable and diversified economic activities.

Strategy for Increasing the Creative Performance of Civil Servants in Public Services: Effectiveness of Education and Training through Teamwork

This research investigates the influence of education and training as well as teamwork on the creative performance of civil servants in Indonesia, with a focus on understanding that education and training simultaneously contribute to increasing innovation in public services. The findings show that education and training play a significant role in improving creative performance directly as well as indirectly through increased teamwork. This research brings a new perspective to the literature on human resource management and public sector innovation by emphasizing the synergistic role of individual skill development and team dynamics in creating a work environment conducive to creativity. Based on the findings, it is recommended to develop integrated education and training programs, increase focus on teamwork, evaluate the impact of education and training on teamwork, and facilitate a work environment that supports collaboration. This initiative is expected to optimize the innovative potential of civil servants in providing creative solutions to public service challenges.

Eliminating Non-Value-Added Activities and Optimizing Manufacturing Processes Using Process Mining: A Stock of Challenges for Family SMEs

Family small and medium enterprises (FSMEs) differ from non-family SMEs regarding leadership type, human resource management practices, innovation orientation, change management, information and communication technology deployment, process maturity, and resource availability. These differences present challenges when leading any change. Process mining (PM) tools can optimize process value and eliminate non-added-value activities in FSMEs based on “Event Logs”. The present study investigates how a PM project is implemented in an FSME operating in the agri-food sector, focusing on challenges faced in every project phase to extract the most appropriate process that eliminates all sources of waste and bottleneck cases. Drawing upon the L*Lifecycle methodology combined with quality and lean management tools such as the fishbone diagram, Pareto diagram, and overall equipment efficiency (OEE), this study applied a PM project to a manufacturing process for an FSME operating in the agri-food sector. To achieve theoretical production capacity (TPC) and customer satisfaction, the method was analyzed and optimized using Disco and ProM toolkits. The results analysis using Disco and ProM toolkits gave clues about the organizational and technical causes behind the manufacturing process’s inefficiency. First, OEE showed that the studied FSME is struggling with equipment availability. Then, the implementation of the L*Lifecycle methodology allowed for the identification of five critical causes. An action plan to eliminate causes was proposed to the FSME managers.

AI: A knowledge sharing tool for improving employees’ performance

ABSTRACT The utilisation of artificial intelligence (AI) is progressively emerging as a significant mechanism for innovation in human resource management (HRM). The capacity to facilitate the transformation of employee performance across numerous responsibilities. AI development, there remains a dearth of comprehensive exploration into the potential opportunities it presents for enhancing workplace performance among employees. To bridge this gap in knowledge, the present work carried out a survey with 300 participants, utilises a fuzzy set-theoretic method that is grounded on the conceptualisation of AI, KS, and HRM. The findings of our study indicate that the exclusive adoption of AI technologies does not adequately enhance HRM engagements. In contrast, the integration of AI and KS offers a more viable HRM approach for achieving optimal performance in a dynamic digital society. This approach has the potential to enhance employees’ proficiency in executing their responsibilities and cultivate a culture of creativity inside the firm.

The hidden linkage of corporate efficiency and green innovation with human resource management practices: a newly perspective from China.

It is disappointing that despite having access to human resources at very little cost, rising countries' administrations are so ineffective. It is often believed that an organization's unheralded employees hold the keys to its success or failure. A person's mood and demeanor may be influenced by a variety of factors. Human resource management (HRM) methods have been created and used by scientists all over the globe in an effort to maximize the potential of their most important asset. Eco-friendly inventions are crucial to the survival of humanity and the prosperity of enterprises throughout the world. Therefore, the purpose of this research is to look at how green innovation affects both the environment and businesses. Green process metrics and green product metrics, for example, may have an impact on green innovation, which is why these metrics are important to track. The second primary goal of this research is to learn how the commitment and HR practices of top management shape the link between green innovation and economic and environmental success. A self-reported poll was taken by 370 employees in China's manufacturing industry. A partial least square structural equation modelling was used to examine the data collected between April 2021 and February 2022. This research employed confirmatory component analysis, a standard technique of structural equation modelling (SEM) for examining both overt and covert variables and indicators, to assess the reflecting indicators measurement model. The findings suggest that HRM has an effect on green innovation that is both positive and statistically significant. The environment and the economy benefit greatly from green innovations. Relationships between HRM and green innovation have no unfavorable implications on business results or the environment. However, human resource management has the potential to boost organizations' prosocial impact. In a three-way interaction (moderated moderation) model, organizational success is found to have a significant role, whereas environmental and organizational success play just a little one. To improve economic and environmental outcomes across all sectors, this study adds to the existing body of knowledge and argues for the wider implementation of green innovation practices. Human resource managers play a crucial role in developing a company's culture and values. The findings suggest that with leadership's blessing, green technologies may spread across a company.

The moderating mediating model of green climate and green innovation’s effect on environmental performance

Implementing green HRM is expected to foster green innovation inside small and medium-sized enterprises (SMEs). The promotion of a sustainable environment and the implementation of organizational procedures contribute to the advancement of green innovation and the cultivation of a culture of responsibility. The implementation of Green Human Resource Management (HRM) practices, the cultivation of eco-friendly behavior among employees, and the adoption of HRM strategies aimed at fostering a sustainable environment within the business. To the extent of our current understanding, previous research has not investigated the potential influence of green climate in enhancing the effects of Green HRM in environmentally friendly behaviors and the development of green innovations. The assessment of the collective impact of these variables on environmental performance within a comprehensive model has not been previously examined. Therefore, this study has added significance by assessing the mediating role of employees’ eco-friendly behavior between Green HRM practices and the organization’s environmental performance. This study has been conducted in the context of SMEs in Saudi Arabia by taking responses on a self-administered questionnaire from 371 respondents from SMEs in Saudi Arabia Selected through cluster sampling technique. Hence, the findings of this study affirm the significance of Green HRM and Green Innovation in driving environmental performance within SMEs in Saudi Arabia. The underpinning theory for the study model is the ability motivation and opportunity (AMO) model, which has been validated in the context of the present study. By taking these practical steps, SMEs in Saudi Arabia can proactively contribute to environmental sustainability while reaping the benefits of improved organizational performance. However, other cultural, demographic, and governmental factors need consideration in future research studies that should include these external factors for further implications.

Commitment-based HRM and inbound open innovation in SMEs: the role of organizational trust and developmental culture

Purpose Although scholars have been studying human resource management (HRM) and open innovation (OI), yet there is less attention to this relationship in the context of small-and medium-sized enterprises (SMEs). This paper aims to bring some insights about the human side of inbound open innovation (INOI) in SMEs. The goal is to better understand the role of organizational trust (OT) and developmental culture (DC) in the interactions between commitment-based HRM (C-HRM) and INOI.Design/methodology/approach The present study employs partial least squares-structural equation modeling to investigate the interrelationships among constructs, utilizing data gathered from a sample of 206 SMEs.Findings The study's empirical results indicate that the presence of OT serves as a complementary factor in mediating the relation between C-HRM and INOI. Furthermore, the analysis shows that there exists a moderating influence of DC in the relationship between C-HRM and INOI.Practical implications The role of HRM practices is important in developing OT and consequently foster INOI in SMEs. To achieve INOI, SMEs need a DC that induces C-HRM toward an OI approach.Originality/value This study adds to the understanding of the interactions between C-HRM practices and INOI in SMEs. The comprehension of the mediating function of OT and the moderating effect of DC serve to enhance the scholarly understanding of the human dimension of OI research.

Past Trends and Future Directions in Green Human Resource Management and Green Innovation: A Bibliometric Analysis

Global environmental concerns have prompted organizations to adopt green human resource management practices that will eventually lead to green innovations. Given that understanding, this study aims to converge multidimensional research published on green human resource management (GHRM) and green innovation. In addition, it seeks to discuss the topic’s research trends in the context of what, how, when, where, and by whom. The data were retrieved from the Scopus database (until March 2023), and VOSviewer was used to investigate the research trends. A total of 312 documents were extracted from the Scopus database, and 46 published articles were finalized using the PRISMA flow approach. The results indicate that there has been an upward trend in terms of published articles on the topic, and the highest number of articles (15) were published in the current year, 2023. The co-occurrence results indicate that GHRM is strongly associated with environmental performance and green innovation. The journals Environmental Science and Pollution Research and Sustainability (Switzerland) stand out in this domain. The Abu Dhabi University of United Arab Emirates is the most cited institution, whereas Saudi Arabia has the highest co-authorship at the country level. Furthermore, this study summarizes the major developments in this research domain and suggests research gaps and possible future directions.

Pembuatan E-Logbook Kegiatan Harian Karyawan Honorer Di Dinas Perpustakaan Dan Kearsipan Kota Samarinda

This study aims to explore the process of creating daily logbooks for contract employees at the Library and Archives Department of Samarinda City and to assess the practicality of these logbooks. The research findings indicate that the implementation of an E-logbook for the daily activities of contract employees in the aforementioned department can be considered a significant innovation in human resource management. This E-logbook facilitates the easy and efficient recording and tracking of daily employee activities. Furthermore, the E-logbook proves instrumental in managing the daily tasks of contract employees, enhancing accountability, and aiding in more informed decision-making within the company or organization.

Analysis of Human Resource Management Trends and Innovative Approaches in the Era of Sharing Economy

Based on the analysis of human resource management trends and innovation in the era of sharing economy, this paper discusses the innovation paths in the era of sharing economy through the three aspects of human resource recruitment and selection, human resource training and development, and employee relationship management, and concludes that the trends of human resource management based on the era of sharing economy are mainly reflected in the co-operation with third-party service providers and management, the application of new technologies and tools, flexibility, and the use of new technologies and tools. technologies and tools, flexibility and personalised employee care, and the importance of socialising and networking. The conclusion will provide useful reference for HRM in the era of sharing economy and promote the innovative development of HRM in the new era.

The mediating role of innovation in the relationship between high-performance human resource management practices and firm performance

The study aims to evaluate the impacts of high-performance human resource management practices on firm performance through the mediating variable of innovation. The research model was developed and integrated from high-performance human resource management theory, innovation, and firm performance. The analysis results from 312 enterprises in industrial and service sectors indicated that high–performance human resource management practices had an indirect impact on firm performance and a direct effect on innovation. Furthermore, innovation plays a mediating role in the relationship between high-performance human resource management practices and firm performance. In addition, organizational size is also a characteristic variable that impacts firm performance. Finally, the study provides some theoretical and practical implications for managers to improve enterprises' human resource management systems.

Enhancing firm innovativeness through HRM practices: the mediating role of innovation capability

Purpose This paper aims to investigate the influence of human resource management (HRM) practices on the level of innovativeness observed within the service sector of Ghana, taking into account the potential mediating role of innovation capability. Design/methodology/approach The research used a quantitative methodology to fulfill the study's objectives. A Web-based survey questionnaire was designed to gather data from a sample of 168 respondents, selected through a convenient sampling technique. The proposed model was tested using the Process Macro Model 4 by Hayes in SPSS version 26. Findings The study’s outcomes indicate that there is no statistically significant correlation between HRM practices and firm innovativeness. However, the mediating role of innovation capability was observed to fully account for the relationship between human HRM practices and firm innovativeness. Additionally, a positive and significant association was identified between HRM practices and innovation capability, as well as between innovation capability and firm innovativeness. Research limitations/implications It is important to note that the findings are limited to the perspective of employees within the service sector of Ghana. Therefore, future research could explore the manufacturing and/or extraction industries in Ghana to obtain a more comprehensive understanding. Furthermore, a larger sample size could be considered in future studies. Originality/value To the best of the authors’ knowledge, this study presents a novel examination of the hypothesized model within the Ghanaian context, providing valuable insights into the relationship between HRM practices, innovation capability and firm innovativeness.