Human Resource Management Innovation Research Articles

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.

Impacts of knowledge-based HRM, knowledge sharing and perceived organizational supports on innovation performance: a moderated-mediation analysis

PurposeGiven the important role of knowledge resource for firms to pursuit innovation, this paper aims to investigate the influence of knowledge-based human resource management (HRM) practices on innovation performance through the mediating roles of tacit and explicit knowledge sharing (KS). This study also explores the potential moderating role of perceived organizational supports (POSs) in fostering the KS–innovation relationship of firms in the developing and emerging markets.Design/methodology/approachThe relationship among the latent variables is empirically examined through 289 employees from 118 manufacturing and service firms. Confirmatory factor analysis and structural equation modeling were performed to validate the constructs and estimate the regression coefficients of relationships.FindingsThe empirical findings of this study support the mediating role of KS behaviors in the relationship between knowledge-based HRM practices and innovation performance. It highlights the important role of POSs in stimulating the influence of KS behaviors on innovation performance.Research limitations/implicationsFuture research should investigate the impact of knowledge-based HRM practices on specific forms of innovation via the mediating effects of knowledge management processes to bring better understanding on the importance of knowledge resources in pursuing innovation competence.Originality/valueThe paper significantly contributes to enhancing understanding of the antecedent role of knowledge-based HRM practices in fostering KS behaviors and innovation performance under the moderating effects of POSs. Generally, it advances the body of comprehension of knowledge-based resources and innovation theory.

The differential effects of human resource management on organizational innovation: a meta-analytic examination

PurposeThis meta-analytical review aims to clarify the relationships between three bundles of human resource management (HRM) practices—competency-enhancing, motivation-enhancing and opportunity-enhancing—and organizational innovation by addressing two questions: (a) Which types of HRM bundles are most strongly related to different forms of innovation (i.e. process and product innovation)? And (b) Which mechanism provides a stronger explanation for the positive effects of HRM bundles on innovation?Design/methodology/approachBased on data from 103 studies, a meta-analysis was conducted to quantitatively summarize existing HRM–innovation studies at the organizational level.FindingsThe results showed that the competency-enhancing bundle was more positively related to product innovation than the motivation-enhancing and opportunity-enhancing bundles. The opportunity-enhancing bundle was most strongly associated with process innovation. The authors further found that knowledge management capability (KMC) and employee motivation mediated the positive relationship between the three HRM bundles and innovation outcomes. In comparing the two mechanisms, this review suggests that KMC better explains both the impact of the competency-enhancing HRM bundle on product innovation and the effect of the opportunity-enhancing bundle on process innovation.Originality/valueBased on behavioral and knowledge management perspectives, this study takes a sub-bundle approach to providing an integrative review by comparing the direct effects and mediating paths of HRM bundles on product and process innovation.

Innovation in Human Resource Management to Create a Better Work Environment and Contribute to Organizational Success: A Systematic Literature Review

Amidst the digital revolution and industrial transformation, the human resource management paradigm has changed dramatically. Nowadays, innovation in HR is no longer just an option but a necessity for organizations that want to remain relevant and competitive. This change occurred because of the many challenges faced by companies in finding, developing, and retaining quality employees. The literature search process was carried out on various databases (PubMed, Web of Sciences, and Google Scholar) regarding the analysis of innovation in human resources management. This study follows the preferred reporting items for systematic reviews and meta-analysis (PRISMA) recommendations. Innovation in human resource management (HR) has become the main driver for organizational transformation in facing the challenges and demands of the ever-evolving world of work. The use of advanced HRM information technology and software has helped increase efficiency in various aspects of human resource management, such as recruitment, training, development, and performance evaluation. Innovations in creating a work environment that balances work and personal life, as well as promoting equality and inclusion, have increased employee satisfaction and productivity.

Achieving Corporate Sustainability through Green Human Resource Management: The Role of CSR in the Banking Industry of a Developing Country

Green human resource management (GHRM) and green innovation are highly important aspects for firms to achieve corporate sustainability, particularly in developing countries. This study explores the effect of GHRM and green innovation on obtaining corporate sustainability through the mediating effect of Corporate Social Responsibility (CSR). A quantitative approach using self-administered surveys is deployed, where a total of 192 data points were obtained from bank managers in Beirut. Partial Least Squares-Structural Equation Modeling (PLS-SEM) is used for analyzing data in Smart-PLS version 3. The findings suggest that both GHRM and green innovation have positive impacts on corporate sustainability. Furthermore, the mediating effect of CSR activities has been supported in both relationships between GHRM and corporate sustainability and between green innovation and corporate sustainability. These results provide both managerial and theoretical implications that can be beneficial for scholars and practitioners alike.

Human Resource Management and Organizational Innovation: Assessing the Moderating Role of Organization Culture

Purpose: The paper aims to contribute to the literature on organizational effectiveness by highlighting the role of human resource management (HRM) in influencing business organizational performance through its intermediate effect on innovation.
 Design/Methodology/Approach: Finally, qualitative content analysis is a research method used to analyze text-based data such as interview transcripts, survey responses, or other types of written or verbal communication. It's likely that the researchers used this method to analyze the data they collected through their questionnaire and possibly other sources, such as interviews or company reports. The goal of the analysis would have been to identify themes or patterns related to innovation and performance in the organization.
 Findings: In summary, the integration of HRM practices with innovation and culture can have a significant impact on the performance and sustainability of higher education institutions. By promoting an innovative and sustainable culture, higher education institutions can attract and retain top talent, improve organizational performance, and make a positive impact on society and the environment
 Implications/Originality/Value: The Creativity Post is an online publication that focuses on creativity and innovation. They publish articles, interviews, and research on a variety of topics related to creativity, including HR management. The Human Resource Planning Society (HRPS): HRPS is a global community of HR professionals. They offer a variety of resources to their members, including research, webinars, and events on topics related to creativity and innovation.

Perceived financial performance in sport services firms: the role of HRM practices and innovation

PurposeThe aim of the present study is to examine the impact of human resource (HR) practices (human resource empowerment, organizational culture and transformational leadership) on innovation activities as well as the effect of innovation activities on perceived financial performance within sport services firms.Design/methodology/approachThe proposed relationships were examined using empirical data from 172 managers of Greek sport services firms. Seemingly unrelated regression (SUR) analysis was used to investigate the role of human resource management (HRM) practices on innovation activities and whether innovation activities affected the perceived financial performance.FindingsThe results of the study indicated that HRM practices, such as human resource empowerment, organizational culture and transformational leadership, significantly impact innovation activities and subsequently innovation activities have a significant and positive effect on perceived financial performance as measured by satisfaction levels in relation to specific key performance indicators (KPIs) such as profit, ROI, sales volume and market share.Practical implicationsThis study presents useful theoretical and managerial implications that can be used by sport service firms to assess the effects of HRM practices on innovation activities and perceived financial performance.Originality/valueThis study contributes to the literature on several merits. Firstly, the authors jointly estimate the impact of HRM practices on innovation and its concurrent effect on perceived financial performance, which is not methodologically considered before. Secondly, the authors incorporate a more thorough measure of perceived financial performance including four dimensions of performance, and finally the authors analyze a larger sample of sport services firms relative to previous studies, leading into more concrete conclusion on the research hypotheses.

Reconciling multiple institutional logics for ambidexterity: human resource management reforms in Chinese public universities

AbstractOver the past several decades, Chinese universities have introduced various Western-style human resource management (HRM) practices to improve organizational performance. Such HRM innovations have resulted in new employment relations and paradoxical HR practices, which cannot be explained by the unitary institutional logic assumed by conventional HRM theories. Based on in-depth interviews of academic and administrative members, this study examines how Chinese universities struggle to reconcile competing institutional logics through HR innovations for ambidexterity. Our research reveals a unique transformation trajectory of personnel management in Chinese public universities. The findings indicate that human resource management in Chinese universities has been influenced by multiple logics of socialism, market, and corporation, heading along the neoliberal and managerial route while being shaped by strong state regulations. Chinese universities still have a long way to go to reconcile multiple institutional logics and achieve ambidexterity.

Human Resource Management (HRM) Practices and Sustainable Organisational Innovation: A Literature Review

This paper will critically review and summarise existing research and theories on HRM and organisational innovation. First, the meaning and development process of HRM will be described. In addition, the impact of the macro environment on HRM will also be presented, including technological developments and force majeure. Following the external forces, the dissertation will then illustrate the different stages of organisational innovation activities and changes. Next, this part will analyse the relationship between human resource management and organisational innovation, as well as the operational processes of both.

Innovative human resource management measures to improve the competitive ability of state-owned enterprises

With the rapid development of China's economy, the reform and innovation of state-owned enterprises have become a hot issue of social concern. As an important part of the core competitiveness of enterprises, the innovation and development of human resources management is not only an important guarantee for state-owned enterprises to maintain vitality and creativity and enhance market competitiveness, but also an important guarantee for state-owned enterprises to be invincible in market competition and achieve sustainable development. Therefore, state-owned enterprises should take human resource management as the core of strategic innovation and development strategy change, giving full play to its advantages while further improving operational efficiency. In this paper, human resource management is the core of research and analysis, and the current situation and problems of human resource management in state-owned enterprises are analysed, studied and discussed, and then strategies and methods to improve the competitiveness and innovative development of state-owned enterprises are proposed.

The Relationship Between Human Resource Management Innovation and Enterprise Innovation Performance and the Mediating Role of Employee Competencies in SMEs in China

In the face of today’s competitive and complex environment, small and medium enterprises (SMEs) in China need to innovate in order to foster their development and achieve their business goals. Human resource management is a part of business innovation that cannot be ignored. How to innovate through human resources so as to improve the innovative performance of enterprises and how to ensure that enterprises’ human capital contributes to the achievement of their goals are issues that every SME needs to face. This research proposes a model of the relationship between human resource management innovation, employee competencies, and enterprise innovation performance. The model was tested on a survey of 110 employees from a sample of Chinese SMEs. The results show that human resource management innovation is positively related to enterprise innovation performance; human resource management innovation is positively related to employee competencies; employee competencies are positively related to enterprise innovation performance; employee competencies play a partially mediating role in the positive relationship between human resource management innovation and enterprise innovation performance.

Innovation in human resource management for business administration Organizations.

Innovation in human resource management for business administration Organizations.

The impact of human resource management and educational innovation on employees' organizational commitment: A case study at Saigon International University, Vietnam

Higher education in Vietnam is in a period of autonomy, self-responsibility in all aspects, and human resource management (HRM) to increase commitment to employees' organizations in the context of educational innovation. This has been receiving the attention of the whole community. The results showed that HRM (including attracting, training and developing, maintaining humSan resources) and educational innovation (including decentralization, socialization of education, integration) have a positive influence on both organizational satisfaction and organizational commitment. Satisfaction also has a positive influence on employees' organizational commitment. This result sets the stage for proposing some governance implications to the leadership of Saigon International University (SIU), Vietnam.

Innovative application of big data in enterprise human resource management

In the context of the era of enterprise informationization, big data is constantly infiltrating into the daily life of human beings, providing a more convenient experience for life in a more "understand you" way. Today, big data analysis has become an important aspect of corporate human resource management. The traditional enterprise human resource management model cannot meet the needs of development and reform in the era of big data. This paper first explains the concept of big data and enterprise human resource management and the relationship between the two, then analyzes the problems existing in the innovative application of big data in enterprise human resource management under the background of digitalization, and finally discusses the innovation in enterprise human resource management[1]. The significance of applying big data gives the strategy of innovative application of big data in enterprise human resources management.

Green human resource management, Green intellectual capital and Green innovation: A case of SMEs in Ho Chi Minh city

Green human resource management is critical to enhancing the ability of the companies’ green innovation, but this link is rarely explored in the literature. There are inadequate studies investigating the green innovation when firms implement organizational policies, which may play a critical role in this process. Adapted from Natural-Resource-Based View (NRBV) theory, this study develops the model of the relationship between green human resource management (GHM) and green innovation (GI) in manufacturing small and medium-sized enterprises (SMEs) with the mediation role of green intellectual capital (GIC), which includes 3 dimensions: green human capital (GHC), green structural capital (GSC) and green relational capital (GRC). The author tested the research hypotheses using a structural equation modeling (SEM) with survey data from 393 top manager of manufacturing SMEs in Ho Chi Minh city. Structured questionnaires were designed to collect data and snowball sampling technique was used. The empirical findings demonstrate that GHM positively impacts on GHC, GSC, GRC and GI. At the same time, GI is driven by the three dimensions of GIC. The research results suggest that SMEs’ top managers should have appropriate strategies to promote GI through GHM and GIC.

Determinants of Radical and Incremental Innovation: The Roles of Human Resource Management Practices, Knowledge Sharing, and Market Turbulence

Aim/Purpose: Given the increasingly important role of knowledge and human resources for firms in developing and emerging countries to pursue innovation, this paper aims to study and explore the potential intermediating roles of knowledge donation and collection in linking high-involvement human resource management (HRM) practice and innovation capability. The paper also explores possible moderators of market turbulence in fostering the influences of knowledge-sharing (KS) behaviors on innovation competence in terms of incremental and radical innovation. Background: The fitness of HRM practice is critical for organizations to foster knowledge capital and internal resources for improving innovation and sustaining competitive advantage. Methodology: The study sample is 309 respondents and Structural Equation Model (SEM) was used for the analysis of the data obtained through a questionnaire survey with the aid of AMOS version 22. Contribution: This paper increases the understanding of the precursor role of high-involvement HRM practices, intermediating mechanism of KS activities, and the regulating influence of market turbulence in predicting and fostering innovation capability, thereby pushing forward the theory of HRM and innovation management. Findings: The empirical findings support the proposed hypotheses relating to the intermediating role of KS in the HRM practices-innovation relationship. It spotlights the crucial character of market turbulence in driving the domination of knowledge-sharing behaviors on incremental innovation. Recommendations for Practitioners: The proposed research model can be applied by leaders and directors to foster their organizational innovation competence. Recommendation for Researchers: Researchers are recommended to explore the influence of different models of HRM practices on innovation to identify the most effective pathway leading to innovation for firms in developing and emerging nations. Impact on Society: This paper provides valuable initiatives for firms in developing and emerging markets on how to leverage the strategic and internal resources of an organization for enhancing innovation. Future Research: Future studies should investigate the influence of HRM practices and knowledge resources to promote frugal innovation models for dealing with resource scarcity.

Human Resource Management and Organizational Innovation: Assessing the Moderating Role of Organization Culture


 
 
 
 Investigating the impact of human resource management (HRM) on innovation, organisational culture, and organisational success is the purpose of this article. The conceptual framework's foundation was built using data from a literature review on relevant areas of study, such as the resource-based view and organisational effectiveness. Gaining a better understanding of the significance of human resource strategies in fostering innovation and effective culture would assist students in higher education.
 
 
 
 
 
 
 Purpose: By highlighting the role of human resource management in influencing business organisational performance through its intermediate effect on innovation and cultivating a better understanding of the role of human resource management, this paper aims to fill a gap in the literature on organisational effectiveness.
 
 Design/Methodology/Approach: Agenda setting, questionaire and HRM theories were used in this study. Qualitative content analysis method was used in this study to analyze the organization innovatio and performance.
 Findings: Organizational innovation in conjunction with significant HRM Practically speaking, higher education institutions can benefit from the suggested strategy in some ways. The successful integration of HRM practises with innovation and culture effectiveness will produce organisational performance for businesses that will increase the businesses' sustainability with continuous improvement by addressing the urgency of protecting the environment as well as pressure from the government and society.
 Implications/Originality/Value HR Management Resources for Creativity The proposed paradigm also provides academics with crucial insights into how HRM contributes to organisational performance enhancement through innovation performance and culture effectiveness.