Innovative HR Practices Research Articles

Innovative HR practices and product quality mediated by employee outcomes: Case of SMEs of Oman

Innovative HR practices in the SME context is a relatively less understood and less researched topic. Furthermore, innovative HR practices have the potential to give SMEs a competitive edge in the market. However, the mechanism that leads innovative HR practices to favorable business and employee outcomes is less understood. In the present study, we investigated this issue using a mediation mechanism. The objective was to test the effects of innovative HR practices on a selected business outcome i.e. product quality while testing the employee outcomes as mediator. The study utilized a cross-sectional method of data collection from SMEs and data was analyzed quantitatively (n=383). The first major result indicates that innovative HR practices including recruitment and selection (β=.181, P<.05); performance appraisal (β=0.253, P<.05); and employee involvement (β=0.094, P<.05) exert a positive and significant influence on product quality. Whereas, the results for performance-based pay (β=0.056 P>.05; and learning and development (β=0.092 P>.05) turned out to be insignificant. Furthermore, we tested four employee outcomes including employee commitment, employee competency, employee congruence, and job satisfaction as mediators. The result shows that in all four proposed mediation models, only employee involvement turned out to be functioning as a mediator which shows that this is the most important variable in the innovative HR practices and product quality relationship. We concluded that employee outcomes are important and need greater attention.

Innovative and Creative Organisational Cultures: The Impact of Innovative HR Practices

Innovative and Creative Organisational Cultures: The Impact of Innovative HR Practices

EMPOWERING EMPLOYEES THROUGH INNOVATIVE HUMAN RESOURCE MANAGEMENT PRACTICES IN THE AGE OF REMOTE WORK

The era of remote work has significantly changed the way companies operate, with a focus on flexibility and innovative use of technology. In this context, human resource management (HR) practices become critical in influencing employee engagement and productivity. The challenges arising from the transition to remote work demand innovation in management approaches, especially in terms of employee empowerment and development. The aim of this research is to explore the effectiveness of innovative HR management practices in empowering employees in the era of remote work. This research was conducted using a qualitative approach, with data obtained from literature studies and relevant previous research. Data analysis was carried out in depth to identify the impact of this practice on employee performance and satisfaction. The conclusion shows that adapting innovative HR management policies and practices can improve operational efficiency and employee satisfaction. The implementation of adaptive management strategies and the use of technology play an important role in ensuring effective communication and accurate performance monitoring in unconventional work environments. Additionally, increasing employee engagement and motivation can be achieved through reward and recognition initiatives and involving them in decision making. Employee skills development and well-being have also proven critical in maintaining and increasing productivity in remote work settings. This study confirms the need for organizations to continuously adapt and update their HR management practices to remain relevant and effective in the digital era.

UNLOCKING THE POTENTIAL OF INNOVATIVE HR PRACTICES FOR SUPERIOR ORGANIZATIONAL PERFORMANCE: A TRANSFORMATIVE CASE STUDY OF SMES IN OMAN

As the business landscape in Oman continues to evolve, it is becoming increasingly clear that innovative HR practices will play a key role in determining the success of SMEs. In the coming years, we can expect to see a growing emphasis on HR practices that prioritize employee empowerment, engagement, and development. It will be interesting to explore how such practices will impact organizational performance in the SME sector of Oman. A quantitative research approach was adopted to achieve this, and data was collected using a structured survey questionnaire. The survey received responses from 383 randomly selected proprietors across all regions of the Sultanate of Oman. The data collected from the questionnaires was used to evaluate the participants' feedback on different innovative HR practices and their impact on organizational performance. The findings from the data collected showed that there is a positive and significant effect of innovative HR practices on organizational performance in terms of recruitment & and selection, learning & and development, performance appraisal and employee commitment. It is concluded that Innovative HR practices are vital in every SME in Oman.
 Keywords: Human Resource, SMEs, Recruitment, Selection, Learning, Development, Reward, Appraisal, Involvement.

AI Strategy in Healthcare CHRM: Analyzing the Influence Organization Effective Performance Evidence from the Private Hospitals of Lahore Pakistan

Background: The advent of Artificial Intelligence (AI) within organizational frameworks, particularly in the realm of Human Resource Management (HRM), has initiated a transformative shift in operational efficiencies and strategies across various sectors. This integration aims to leverage AI's capabilities to augment human decision-making, enhance operational efficiency, and foster a culture of innovation within organizations. Despite the potential benefits, the practical application and tangible impact of AI strategies on organizational effectiveness remain areas of significant academic and practical interest. Objective: This study aimed to investigate the influence of AI strategies and creativity oriented HRM practices on organizational effective performance. It sought to explore the synergistic relationship between AI implementation and innovative HR practices, and their collective impact on enhancing organizational efficiency and performance metrics. Methods: Employing a cross-sectional survey design, the study collected data from employees working in private hospitals in Lahore, Pakistan. A total of 144 valid responses were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) to assess the relationships between AI strategy implementation, creativity-oriented HRM practices, and organizational effective performance. Reliability and validity of the constructs were evaluated through Cronbach's alpha, composite reliability, and average variance extracted (AVE) measures. Results: The findings revealed that AI strategy implementation (Cronbach's alpha = 0.942, AVE = 0.611) and creativity oriented HRM practices (Cronbach's alpha = 0.932, AVE = 0.585) were both significantly associated with enhanced organizational effective performance (Cronbach's alpha = 0.932, AVE = 0.533). The path analysis indicated strong positive relationships between AI strategies and creativity-oriented HRM practices (β = 0.688, p < 0.001), between AI strategies and organizational performance (β = 0.228, p = 0.004), and between creativity-oriented HRM practices and organizational performance (β = 0.597, p < 0.001). The model explained 59% of the variance in organizational effective performance. Conclusion: The study concludes that the strategic integration of AI within HRM frameworks significantly contributes to organizational effectiveness. Emphasizing creativity-oriented HRM practices in conjunction with AI strategies can lead to substantial improvements in organizational performance. These findings underscore the importance of a strategic approach to AI integration in HRM, highlighting the need for organizations to foster environments that promote innovation and creativity.

A STUDY ON THE IMPACT OF ARTIFICIAL INTELLIGENCE ON HUMAN RESOURCE MANAGEMENT

This competitive world demands for the human resources as a mandatory asset in order to improve the organizational performance. The organizations have to strive for adopting the innovative HR practices to improve their performance and be different among its competitors. In near future, HRM is moving from the traditional way of HR practices to more advanced progress like automation, augmented intelligence, robotics and AI. AI has been proved as life – changing for us. From automation of mundane and time-consuming tasks, to the professionals today are more towards optimizing the combination of human and automated work to gain a simple and intuitive work environment. It provides them enough time to deliver the enhanced employee performance. To compete with AI and advanced machines, the real challenge now lies within the respective HR department that how will they train and re-transform their workforce in understanding the AI and collaborating and working with AI and robotics. augmentation and amplification of human capabilities, AI has the potential to drastically transform the way we live and work. For HR, this is not just an opportunity but also an urgency to adapt and adopt.

High-performance work practices impacting employee satisfaction and retention : Evidence from IT sector

High-performance practices have become essential for improving organisational performance and gaining competitive advantage. Therefore, organisations need to invest and improve employment outcomes in the world of competition to sustain the performance of the organisations. However, most companies worldwide place management objectives over employee satisfaction and retention. Therefore, the study investigated major HR practices prevailing in Delhi-NCR IT companies and explored how high-performance practices influence employee satisfaction and retention. 350 respondents from five IT organizations in Delhi-NCR participated in the study using a quantifiable methodology. Regression and Correlation analysis was employed to analyse the data. Hence, the present study includes a detailed study on linking these high-performance practices with employee satisfaction and retention. The study’s findings demonstrate that innovative HR practices significantly impact employee retention and satisfaction in IT organisations. Multiple regression revealed how employee satisfaction, retention and high-performance practices related.

Efficacies of HR Innovation Lab: A Study on an Innovative HRM Approach to Achieve Organizational Success

Purpose: In today's competitive business landscape, companies are driven to innovate by external pressures. Adjusting HR practices and involving employees becomes crucial for successful innovation. This study explores the HR Innovation Lab's efficacies in enhancing human resources, promoting innovative HR practices, and driving success through innovation, as perceived by HR professionals. Research Aim: This research assesses the potential impact of the HR Innovation Lab on improving human resources, encouraging creative HR practices, and achieving innovation-driven success. Insights from HR professionals illuminate the Lab's contributions in these dimensions. Methodology: A cross-sectional study gathered data from 120 out of 210 HR professionals in six different pharmaceutical companies in Dhaka. Introducing the HR Innovation Lab concept during surveys, a simple random sampling method was used. Analysis utilized Pearson’s correlation, regression, and Cronbach’s Alpha testing. Findings: Analysis revealed employees perceive the HR Innovation Lab as a valuable tool for personal growth, innovative HR practices, and overall organizational success. Positive correlations and regression outcomes suggest the Lab positively affects individuals, maintains balanced HR eco-system, and drives innovation success. Originality: This study enriches existing knowledge by highlighting the HR Innovation Lab's potential to enhance human resources, promote innovative HR practices, and achieve innovation success. Positive HR professional feedback underscores the Lab's unique role in addressing innovation demands for a competitive edge. In conclusion, this study offers actionable insights for companies seeking innovation and a competitive edge through an HR innovation lab, fostering success through organizational innovation.

Innovative approaches to the personnel management of the organization in the military period

Introduction. Implementation of innovative approaches to personnel management in organizations is extremely relevant for high-quality professional development of personnel. In Ukraine, it is mandatory to take into account the specifics of the war period and its impact on personnel management. The purpose of the paper is to research innovative approaches to the organization's personnel management by systematizing current scientific results and taking into account the peculiarities of the wartime period in Ukraine. Results. Today, the implementation of innovative approaches to personnel management largely depends on the professional development of the organization's employees. According to the obtained results, there are many studies that consider innovative approaches to personnel management, which are based on several main features: 1) by the main areas of personnel management; 2) according to new trends in personnel management, such as automation of personnel management, including the use of artificial intelligence; 3) according to innovative HR policies and practices used in the organization. In wartime, the security of personnel and their families is the basis for further implementation of innovative approaches to personnel management. The minimum maintenance budget calculated under the current required structure somewhat limits innovation in wartime personnel management, but it provides a stable basis for the further development of companies after the war. Conclusions. The development of new KPIs, as well as the existing readiness of organizations to involve personnel displaced by the war in Ukraine, are promising directions for the implementation of innovative approaches to the organization's personnel management. The results of the study are recommended for the further implementation in both the field of education and business.

HR PRACTICES OF ULTRATECH CEMENT LIMITED: A CASE STUDY

Objective: The primary goal of this study was to comprehend the notion of human resource practises and to compile a list of the numerous HR practises employed by UltraTech cement ltd. In addition, the research aimed to analyse the advantages, benefits, constraints, and disadvantages of their human resource practises. Methodology: Secondary sources were investigated in order to generate a thorough evidence-based study of HR practises. The semi-systematic review employs a large number of published reports and articles from Springer, Taylor & Francis, Emarald, Srinivas Publications, Research Gate, SSRN, and other search engines like Google Scholar. As a result, in order to evaluate existing knowledge, the data analysed originates from secondary sources. Findings: According to the findings, UltraTech cement ltd. emphasises employee value proposition and has a robust organisational structure that supports them in discovering and employing individuals. They also have effective HR practises in place, such as recruitment and selection, performance appraisal, a 360-degree feedback programme, and talent management, to increase staff productivity. They also provide various innovative HR practises such as Ideathon, Suggestion Mela, Learning and Development, and PraGaTi (Potential-Guidance-Talent) and Margdarshan, which have promoted active engagement of all workers for the companys success. Furthermore, they place a high value on human rights issues such as raising human rights awareness, ensuring good legal compliance, engaging stakeholders in human rights concerns, emphasising diversity, and promoting the freedom of all employees, among others. Originality/value: HR practices adopted by UltraTech cement are very vital hence needs to be retained and encouraged by the other concerns to boost employee productivity and organisational long term growth. This study provides a quick glance over the various HR practices thereby encourages innovative HR practices. Paper type: Case study KEYWORDS: UltraTech Cement limited, HR Practices, Employee productivity, ABCD Listing.

The Interplay of Human Resource Practices and Employee Innovative Behavior in Employee Performance

The COVID-19 pandemic greatly affected the global economy with lockdown measures and reduced economic activity. This study investigates the relationship between employee innovative behavior, HR practices implementation, and performance at one of the biggest car distributors in Indonesia. The study determines the impact of employee's innovative ideas in daily work activities and changes in HR practices on the company's recent performance improvements. The research uses a quantitative approach by using a questionnaire of 120 employee respondents and applying the PLS-SEM (Partial Least Square – Structural Equation Modeling) to analyze the data. The result shows that employee's innovative behavior and HR practices significantly influence employee performance.

УПРАВЛІННЯ ТАЛАНТАМИ НА ДЕРЖАВНІЙ СЛУЖБІ: ТЕОРЕТИЧНІ АСПЕКТИ ТА ІННОВАЦІЙНІ ПРАКТИКИ

The article substantiates the theoretical and applied aspects of talent management in the public service in conditions of uncertainty, taking into account innovative global HR practices in this area. The expediency of forming a talent management system as a leading modern trend in the field of human resources management in the public service has been proven. Arguments in favor of the introduction of knowledge management tools as a component of the talent management system in state authorities are outlined. An analysis of the main trends in changing approaches to personnel management during the period of change was carried out. Taking into account the principles of the Lifelong Learning concept, the issue of the formation and development of the talent management system in the civil service under martial law using such an innovative tool as distance learning (e-learning) is updated. The positive practice of using remote training of personnel in the State Migration Service of Ukraine (SMS) was considered, using the example of the implementation of special software of the Unified Information and Analytical System of Management of Migration Processes "Training of SMS employees". It was concluded that in order to ensure the successful development of the talent management system in the civil service in Ukraine in conditions of uncertainty, it is expedient to: ensure the transformation of personnel work units in state bodies into HR services; to develop tools for assessing the attractiveness of public service for potentially talented employees; introduce a system of mentoring in state bodies and create an effective system of non-material motivation of mentors for performing the mentor's functions; to introduce a succession planning system for senior positions in the civil service by restoring and modernizing the personnel reserve; carry out a comprehensive rebranding of the civil service; actively implement various training formats using interactive methods (E-Learning); etc.

A Study of Innovative HR Practices and Business Performance: Case of SMEs from AlDakliya Region, Oman

In a current dynamic business environment, human resources is playing a pivotal role in organizational effectiveness. The success of any organization regardless of the size is largely depended on the effective management of the human resource. This study attempted to study the impact of Innovative Human Resource Management Practices (IHRP) in Small and Medium enterprises in Oman, particularly in the Al-Dhakiliya governorate. We used the Cluster analysis to collect data from five major industrial areas of the region to study the level of adoption of innovative human resource practices (IHRP) and to analyze how the practices are associated with the outcomes of HR and the firms’ performance. It is found that innovation in talent acquisition, compensation systems, and learning and development practices significantly influenced the performance of firms. The degree to which SMEs have adopted innovative human resource practices is shown to be closely related to human resource outcomes and firm performance.

Innovative crisis-response through best human resources practices during COVID-19

During COVID-19, Human Resources evolved as a pivotal organisational function, able to ensure continuity of the business by balancing demands of employees and business. Concurrently, it ensured operational vitality by navigating the crisis through implementing innovative human resources practices. Human Resources practitioners responded swiftly to the operational, administrative, and strategic challenges posed by the dynamics of external and internal changes. This qualitative and informative research explores the innovative practices implemented by human resources practitioners as a response to past health pandemics and the Covid-19 crisis. A mix of inductive, deductive, and indicative-deductive thematic analysis was applied to present the findings from the literature review on Human Resources practices during health-pandemics before Covid-19 and during Covid-19 (published in 2020-2021). This study found Human Resources practitioners amongst the first responders to a health-related crisis. During a crisis, the HR role skews towards becoming a responsive change agent sustaining empathy and productivity whilst implementing new policies and practices, redefining the work, workforce, and the workplace in response to the changing external environment. The innovative HR practices implemented during the Covid-19 crisis will offer insights to the Management and HR practitioners, and will further guide the re-invention and championing of creative people management strategies for achieving human capital and organisational resilience. Decision-makers will understand the value of responsive practices at the time of global crisis.

The Implementation of Customer Relationship Management System and Innovative HR Practices in Pakistani Banking Sector

The growing competition in financial markets worldwide is indicator for the need of Customer Relationship Management (CRM) systems in baking sector to gain and sustain the competitive advantages. The basic aim of the research is to investigate and highlight the success factors and status of the CRM implementation in Pakistani Banking Sector. Data obtained from three larger banks (UBL, HBL and MCB) and four other banks in South Punjab, Pakistan. Questionnaire was used to collect data from 100 bank employees. The responses were collected on five-point Likert scale. The SPSS software was used to analyse the data. Hypotheses were tested using multi regression analysis. Regression analyses performed to check the cause-and-effect relationship between dependent variable (Implementation of CRM) and independent variables (top management support, customer attitude and Innovative HR Practices). Some of limitations in this study were due to shortage of time and finances. Researchers also suggested some directions for future studies.

Wellbeing of Employees During COVID-19 Pandemic: A Study of Innovative HR Practices of Organisations

The whole world has been battling through the COVID-19 pandemic which has resulted in the prevailing global crisis. There has been an adverse impact of this pandemic on economic, physical and psychological/mental wellbeing of the people. Many researchers have found that COVID-19 related anxiety is leading to psychological and behavioural changes. Most reported psychological changes are depression, psychological distress, worry, anxiety about being infected, subjective wellbeing and reduced quality of life. These behavioural and psychological changes are reducing the effectiveness of the workforce which is eventually taking a toll on the overall productivity. Several organisations have implemented a number of strategies to deal with the unforeseen challenges faced by their employees. These interventions have helped the employees restore their mental wellbeing. This article attempts to identify and underscore some important HR initiatives that organisations have taken to maintain and enhance the motivation of their workforce during this COVID-19 pandemic.

Impact of HR practices on corporate image building in the Indian IT sector

HR practices have been always significant for researchers and industries because of the large expansion of the companies in various fields, which requires leaders who can identify and introduce innovative and effective HR practices to utilize and retain human resources for the long period. In the 21st century, there has been tremendous growth in the IT sector all around the world. The Indian IT sector has become globally competitive and high-tech in the rapidly developing Indian economy. Hence, this study was undertaken in the Indian IT sector to identify the impact of HR practices on corporate image building. This paper applied a quantitative research method. Data from 100 respondents were collected with the help of a structured questionnaire to test the hypotheses. Pearson’s correlation coefficient and SPSS 20 software were used for data analysis. The findings of the regression analysis proved that there is a significant relationship between employer branding and corporate image building. The analysis of this study indicates that the IT companies implementing the HR practices based on employer branding and corporate social responsibility get benefits in building the corporate image and give positive results to them. HR practices have a significant relationship with corporate image building.

Assessing Influence of Artificial Intelligence on Human Resource Management Using Smart PLS (Partial Least Squares-Structural Equation Modeling)

In this world of cutthroat competition, every organization needs Human Resource Management (HRM). It is a crucial resource for enhancing the performance of an organization. To succeed in this competitive world, it is essential for an organization to fulfil the demands and needs of its consumer and for this purpose, it is imperative that the organization implement innovative HR practices. Presently, HRM has been drifting away from conventional management functions like recruitment, selection, appraisal to most progressive processes such as automation, augmented intelligence, robotics, and artificial intelligence (AI). These processes will remodel and redesign the operation of HRM in many organizations. Nowadays, AI is the popular expression as it is completely transfiguring HRM, offering plenty of jobs, generating simple techniques for recruiting, providing innovative applications and innovative solutions to different issues of the organization. This exciting scholarly interest is to attempt this examination to investigate the influence of artificial intelligence (AI) on Human Resource Management (HRM) using Smart PLS-SEM in the IT sector of Pune.

The Innovative HR Practices of Regional Administrations: Is it a New Round of Civil Service Reform in Russia ?

Abstract The paper examines the innovative HR practices of regional administrations in Russia and the inter-regional cooperation between HR departments of regional governmental bodies; in practice the dissemination is complicated by their relations with the federal bodies (national level) responsible for civil-service regulation. The authors use the case of Russia to describe the positive experience of blended inter-regional (horizontal) and federal-local (vertical) cooperation between HR departments of the civil service (federal, regional, municipal) that started as a “best practices” initiative, guided by the Ministry of Labor and Social Protection of Russia (MLSP of Russia) in 2015. Several cases of such cooperation are described as examples of positive influence on the civil service with pushing changes, and as a tool to foster civil-service reform. Our findings lead us to the conclusion that the knowledge and motivation accumulated by the innovative HR practices in regional governmental bodies enables them to overcome political, administrative, financial and legal barriers in public-service reform. From a theoretical perspective, the research shows that the theories of public-administration service reform (institutional and instrumental) should take into account the regional HR practices and inter-regional cooperation that promote those practices. Specific features and benefits of regional innovations help to compensate for the lack of formal political support of reforms, or to conquer bureaucratic resistance to change. As it happened in Russia, the regional initiatives facilitated multiple leadership behaviors that have the capacity to increase the willingness to experiment, expand commitment to innovations, and boost motivation for professional development. Future research on the influence of new regional HR practices on civil-service reform can be concentrated on the exploration of regional communities of practice (CoP) that are involved in the process of elaborating and disseminating new HR practices. It will provide a better understanding of the limits and possibilities of the regions to support civil-service reform on a national level.

THE STUDY OF HR PRACTICES IN SMES DURING THE BUFFETED COVID19 TIMES IN INDIA

The catastrophe brought by COVID – 19 a global pandemic is a ruthlessly evident fact, which is not only confined to one sphere of earth but seems omnipresent. Small, medium enterprise in India are facing the wrath of the situation and blatantly insensitive are employers, employees and the daily wage earners to the situation. The manufacturing sector of SMEs is at the knell bell of submergence, Human Relation practices are soft solution to the sinking boat of SMEs and will help in rebounding of human relation trust at workplace. SMEs being the most important part of economy, their bouncing back can help the dwelling national operations. Innovative HR practices will boost employee’s morale and will wipe the tears of labourers. This paper therefore will help in bottoming the situation of recurrent losses witnessed by SMEs and HR practices will help in promoting, encourage thinking of kick start of the exit strategies. SMEs that are in the war of survival and will definitely prove the scourge of covid-19 a boon for Indian economy.