Integration Of Human Resource Management Research Articles

Examining the Impacts of Human Resource Management HRM-Financial Management Alignment: A Qualitative Review of Accounting Literature

This qualitative research explores the implications of aligning Human Resource Management (HRM) practices with Financial Management objectives in organizations. The study aims to investigate the strategic significance of HRM-Financial Management alignment, its impact on organizational performance, and its implications for managerial practice. Through a comprehensive literature review, the research examines existing knowledge, theories, and empirical findings related to HRM-Financial Management alignment. The methodology involves systematic data collection, thematic analysis, and synthesis of literature from scholarly articles, books, and reports. Findings indicate a positive correlation between alignment and organizational outcomes, including financial performance, employee productivity, and innovation. The strategic integration of HRM and Financial Management functions fosters collaboration, communication, and innovation within organizations, enhancing their competitiveness and long-term sustainability. The study underscores the importance of prioritizing HRM-Financial Management alignment as a strategic imperative for organizational success in dynamic and competitive business environments.

Soft TQM for competitive advantage in the transportation sector: investigating green human resource management and stakeholder integration

PurposeRecent trends in total quality management (TQM) argue in favor of incorporating environmental concerns into TQM and considering external stakeholders. The aim of this study is to bring environmental consciousness in the soft TQM dimension of human resource management (HRM) and assess its interrelationship with stakeholder integration towards achieving a competitive advantage.Design/methodology/approachAn empirical study was conducted in the transportation sector, specifically targeting managers in Greek shipping companies involved in global cargo transport and vessel operations. A structured questionnaire was administered, yielding 109 responses. The collected data were analyzed using partial least squares structural equation modeling.FindingsThe findings reveal the positive effect of both green HRM (GHRM) and stakeholder integration on the innovation differentiation advantage and market differentiation advantage of shipping companies. Results confirm the complementary (partial) mediating effect of GHRM in the relationship between stakeholder integration and both types of competitive advantage.Research limitations/implicationsThe primary limitation resides in data collection exclusively from shipping companies in Greece. A longitudinal approach would be beneficial for examining how the relationship between variables changes over time.Practical implicationsThe findings of the study could assist shipping managers in their decisions to allocate resources for developing GHRM practices and for involving stakeholders in organizational practices to overcome competition.Originality/valueThis study contributes to the discourse on TQM by empirically investigating the combined impact of GHRM and stakeholder integration on competitive advantage – an aspect that has been relatively overlooked in existing literature.

Analysis of Research on Artificial Intelligence in Human Resources Management: A Bibliometric Analysis

This research aims to find contributors who have a major impact, observe the latest developments, and identify domains and supporting factors that can guide future research in the field artificial intelligence (AI) and human resource management integration. This research was conducted Within the framework of many activities and practices that are present in organisations. This study utilises a methodology that involves conducting bibliometric analysis and utilising the Biblioshiny app. The sample for analysis consists of 298 papers obtained from the Scopus database. The objective is to discover research that is still relevant to this theme. Three questions to be identified were drawn up that were performed on documents retrieved in the scopus database. It found that the main research focus in the field is still very little and despite the impact of artificial intelligence practices on human resources is enormous. Several studies have investigated stakeholder perspectives on the practice of applying artificial intelligence in the application of human resources. It is hoped that this research can provide guidelines and directions for the advancement of the use of AI in the field of HR for several organizations in the future.

Optimising Organisational Performance Through Human Resource Management Strategy and Technology Integration to Enhance Innovation

In the evolving era of digitalization and globalization, organizations face increasingly complex and dynamic challenges. Rapidly advancing information technology and intense global market competition necessitate organizations to evaluate and enhance their performance to remain relevant and competitive. This research aims to investi-gate best practices in HRM and technology integration to promote innovation, with a focus on its positive impact on organizational performance. The approach entails conducting an in-depth examination of literature through qualitative analysis, aiming to attain a comprehensive comprehension of the topic spanning the years 2001 to 2023. The study's findings indicate that human resource management (HRM) strategies focusing on employee recruitment, training, and development, along with effective performance management, form the basis for a competent team. A positive work environment with constructive feedback enhances productivity. Technology integration, through information and communication technology (ICT) and technology based HRM systems, improves operational efficiency. The use of technology for decision-making, administration, and employee data analysis accelerates business processes. Technology integration also stimulates innovation through collaboration and artificial intelligence, aiding organizations in identifying new opportunities in the digital era.

Human Resource Management (HRM) Strategy in Improving Organisational Innovation

In the era of globalization and intensifying business competition, innovation has become the key to the sustainability and success of an organization. One critical factor that can influence an organization's ability to innovate is Human Resource Management (HRM). This research aims to examine HRM strategies in enhancing organizational innovation. The method involves a comprehensive review of literature using qualitative analysis, with the goal of achieving a thorough understanding of the subject from 2014 to 2023. The study's results indicate that, in enhancing organizational innovation through HRM strategies, effective HRM integration is necessary to empower employees and cultivate an organizational culture that supports creativity. Key steps such as skill development, competency enhancement, the implementation of incentive policies, and good performance management are essential elements in achieving this objective. The culture of innovation is not the result of a single policy but rather a collection of integrated HRM practices. This foundation consists of visionary leadership and open communication, which play a crucial role in motivating employees to actively participate in the innovation process. Therefore, the leader's role is highly crucial in directing the organizational vision towards innovation and designing appropriate HRM policies.

Home country and firm-specific advantage influences on HRM replication versus adaptation in EMNEs operating in advanced economies: A qualitative comparative analysis

This article examines a variety of home and host-country factors and explains how they influence the global integration versus local adaptation of human resource management (HRM) in subsidiaries of emerging multinational enterprises (EMNEs) in advanced economies. The study draws on data collected from 15 multiple case studies using semi-structured interviews with senior directors and managers working in Australian subsidiaries of Indian multinational enterprises (MNEs) operating in the information technology (IT) services industry. The findings reveal that despite originating from weak institutions, Indian IT service MNEs do not face hurdles in replicating their home-country HRM model to their subsidiaries in Australia. International staffing of expatriates was a key industry-specific resource and capability enabling reverse country-of-origin effect to allow the Australian subsidiaries to be managed ethnocentrically. This article challenges the notion that EMNEs struggle to adapt their indigenous HRM systems and model due to weak institutions as it sheds light on the reverse relationship that exists between management practices and country-of-origin in leveraging home-country institutions. It also demonstrates that EMNEs derive competitive advantages mainly from their traditional firm and industry-specific resources and capabilities which allow them to achieve global integration of HRM.

Improving Financial Efficiency through Integrated Human Resource Management and the Mediating Role of Leadership and Organizational Culture in Organizational Performance

This study investigates the integration of Human Resource Management (HRM) practices and their impact on organizational financial efficiency, mediated by leadership and organizational culture. Engaging employees from diverse industries, the research utilizes purposive sampling with a minimum target of 200 participants. Primary data is collected through validated five-point Likert scale questionnaires and proceed with SMARTPLS to answer the hypotheses. Findings indicate that effective financial management practices contribute to enhancing organizational performance and serve as a foundational growth factor. Strong correlations are identified between financial management, organizational performance, leadership, organizational culture, and productivity. Investments in HRM practices influence critical aspects such as leadership, organizational culture, organizational performance, and productivity, fostering a productive work environment. Effective leadership shapes a culture aligned with organizational values, boosting team performance and productivity. The implications of these findings are vital in strategic decision-making, including resource allocation, HRM strategies, and leadership development. An integrated management approach combining financial and HRM aspects is crucial for optimizing organizational performance. Effective leadership development is key to enhancing organizational culture, performance, and productivity. Keywords: HRM Practices, Financial Management Practices, Financial Efficiency, Leadership, Organizational Culture, Productivity, Organizational Performance.

ВПЛИВ СУЧАСНИХ ТЕНДЕНЦІЙ У СФЕРІ УПРАВЛІННЯ ПЕРСОНАЛОМ НА ТРАНСФОРМАЦІЮ ПРОФЕСІЙНИХ НАВИЧОК HR-МЕНЕДЖЕРА

This article is devoted to the study of the current state of functioning and development of trends in the field of human resources management in Ukrainian companies in recent years. The importance of the sphere of human resources management in the activities of organizations is considered. The importance of personnel development is emphasized, since the level of knowledge, skills and qualifications directly affects the competitiveness of an enterprise in the modern market. The main trends in the field of HR in recent years are studied. The results of a survey of HR managers in 40 countries from all major industries are considered to identify and assess the main trends, priorities and expected challenges in the field of HR management for the near future. The author analyzes in detail the impact of each trend in the HR management series on the need to improve the skills of HR managers or develop new ones. The acceleration of scientific, technological and socio-economic progress, the complication of production and interpersonal relations associated with a sharp increase in the role of the human factor have influenced the change in the role of the personnel subsystem in the organization and put personnel management at the forefront of management activities, which actualizes the choice of researching this problem. In response to changes in society, corporate trends of enterprises must also change and ensure its success, which also depends on its ability to develop and motivate staff in a timely manner. Personnel development is a systematically organized process that involves quantitative, qualitative and structural changes in the competence of employees through continuous professional training and education. All trends form a new portrait of an HR leader. More and more attention is being paid to understanding the employee experience, which is a critical aspect in the fierce competition for the best specialists. Maintaining a positive employee experience is of paramount importance in times of change and economic uncertainty. Thus, the current stage of development of the science of human resource management is characterized by the integration of human resource management into the overall strategy of the organization. The significance of this stage is: attribution of human resource management functions to the highest level of management; involvement of human resource management in determining the strategy and organizational structure of the enterprise; involvement of personnel development as a mandatory element of activity.

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.
 
 
 
 
 
 
 

An Empirical Examination of Knowledge Management and Organizational Learning as Mediating Variables between HRM and Sustainable Organizational Performance

Despite increasing competition, the construction industry is still lagging behind other industries in several aspects such as productivity growth, technology adoption, and human resource management. Although the causal link between human resource management (HRM) and organizational performance (OP) is well established and reinforced by several studies, the mediating mechanisms through which HRM practices impact organizational performance remain areas lacking consensus. This article, therefore, aims at examining the mediating roles of knowledge management (KM) and organizational learning (OL) in the established relationship between HRM and the long-term or sustainable peformance of Thai construction firms. Confirmatory factor analysis and partial least square structural equation modeling (PLS-SEM) were employed as the methods of analysis. Based on the dataset of 194 responses, the empirical results of the study strongly supported the three hypotheses that assumed positive relationships between (1) HRM and OP, (2) HRM and knowledge management, and (3) organizational learning and the OP of the firms under study. These findings thus provide empirical evidence for the three relationships. However, empirical results testing the roles of KM or OL or both as mediating variables behind the link between HRM and sustainable OP were not confirmed by the dataset. Therefore, one of the practical implications provided by this study is that Thai construction firms should be better aligned and integrated their HRM practices, knowledge management, and organizational learning to enhance the firms’ competitive advantage and to help lead the firms towards a more sustainable pathway of business operations. However, since the fragmented activities of construction make it hard to apply human resource management effectively, such good alignment and integration of HRM, KM, and OL for improving performance may, in practice, be quite challenging for most construction firms.

METHODOLOGY OF ASSESSMENT AND DEVELOPMENT OF MANAGEMENT PERSONNEL OF CONSTRUCTION ORGANIZATIONS

The article is devoted to the study of the skills and professional competencies of management personnel, the development of a systematic approach to the development of enterprises through the formation of personal human capital. The purpose of the study is to develop a universal method of enterprise development based on effective management personnel. The need for research is related to the functioning of construction companies in a tough competitive environment, uncertainty and dynamic changes in market conditions, the need to solve the strategic task of ensuring the stability and sustainability of production processes, the evolutionary development of the company, the integration of human resource management and the implementation of business goals of enterprises. The article raises the issue of achieving real competitive market advantages and ensuring the success of the enterprise by investing in personnel training and development.As a result of the research, a set of solutions to the policy of enterprise development has been developed through the development of mission, values and strategic goals, models of managerial competencies of personnel, conducting a comprehensive analysis of actual professional competencies and skills of personnel through the “360 degrees” methodology, forming training plans and developing “sinking” competencies of personnel. The use of the research results in the practical sphere of enterprises' activities will allow obtaining additional opportunities to ensure stability in the dynamics of external factors.

Understanding the Nexus of Human Resource Management and Financial Management: A Literature Review Perspective in Accounting

This study explores the nexus between Human Resource Management (HRM) and Financial Management (FM) within the domain of accounting, aiming to elucidate its implications for organizational performance and financial reporting. Employing a qualitative literature review methodology, the research systematically identifies, analyzes, and synthesizes relevant scholarly works to provide a comprehensive understanding of this integration. The study's objectives are to investigate the alignment of HRM practices with financial objectives, examine the implications for financial reporting and disclosure, and propose future research directions. Through systematic search strategies and data collection techniques, diverse perspectives, theories, and empirical findings are synthesized to develop a coherent narrative. The thematic analysis reveals significant insights: firstly, strategic alignment of HRM practices with financial objectives positively impacts organizational performance, as evidenced by studies on high-performance work systems and talent management. Secondly, the integration of HRM and FM extends beyond operational performance to influence financial reporting practices and governance mechanisms, as explored in research on human resource accounting and earnings management. Finally, the study identifies future research directions, emphasizing the need for longitudinal studies, interdisciplinary research, and exploration of ESG considerations. The findings contribute to scholarly understanding by highlighting the strategic importance of aligning HRM practices with financial objectives and implications for financial reporting. Keywords: Human Resource Management, Financial Management, Accounting, Organizational Performance, Financial Reporting.

People Analytics Enabling HR Strategic Partnership: A Review

For more than two decades, academicians and practitioners have been theorising the role of people analytics in enhancing the efficiency, effectiveness and impact of the human resource (HR) management function, thereby prescribing people analytics as an enabler of HR strategic partnership. The objective of this study is to identify and synthesise existing literature on people analytics and its conceptualised efficacy. This is done with a view to assess how and why people analytics enhances HR as a field and elevates it to a function of strategic significance. The study uses the Preferred Reporting Items for Systematic Reviews and Meta-Analysis (PRISMA) framework for systematic literature review to address the research objective. A total of 90 articles on the subject are identified majorly from Scopus. The analysis of this literature reveals four significant themes underscoring the role people analytics can play in enabling HR as a field and function. These include the following: (a) application of people analytics leads to greater vertical, horizontal and external alignment of the HR function; (b) people analytics facilitates better integration of HR management with the organisation’s strategic planning process; (c) people analytics aids the demonstration of causal links between HR management and business performance; and finally (d) people analytics endows the field with scientific rigour, consistency and resulting credibility. The study contributes to the existing knowledge on people analytics and HR strategy linkage by building a foundation and offering specific propositions for empirical enquiry relating the two. The significance of the study also emanates from its focus on the efficacy of people analytics which is being viewed as an HR approach with immense potential.

Enhancing professional growth and the learning and development function through reflective practices: an autoethnographic narrative approach

PurposeThe purpose of this paper is to explore ways in which learning and development (L&D) professionals use reflective practice to promote the function of L&D and their own professional growth. The claim that L&D practitioners need to develop their reflective ability to make sense of their own practice is well-argued in the literature, but few studies focus on an in-depth individual self-reflection and its impact on professional growth.Design/methodology/approachAn autoethnography and reflective practice design was deployed. The data was collected by sending a semi-structured, pre-set question as a ‘reflective conversation’ to an L&D manager and a 10-hour tape recording of personal reflection over three months.[AQ1] Data was sanitised, transcribed and edited, and a narrative data analysis method was used to analyse the data developed into reflective narratives.FindingsThe authors find that reflective practice emerges through gradual reflective patterns that define the circumstances surrounding the reflection, the content, exploration and interpretation and confirming the fulfilling of the reflection.Originality/valueThis paper offers the journey of an L&D manager working in the hotel industry in India. Through a set of reflective practices, including introspection and reflexivity, the manager considers the changes she has experienced. The paper contributes to the literature on reflective practice based on promoting the L&D function as an essential part of the horizontal integration of human resource management in organisations. Theoretical and practical implications are discussed.

Sustainable HRM: toward addressing diverse employee roles

PurposeThe purpose of this empirical study is to develop an understanding of how human resource (HR) managers employed by organizations with an explicit sustainability agenda view employees as stakeholders, and to explore how such views are operationalized in HR policies and practices.Design/methodology/approachAn interpretive approach using data from 35 semi-structured interviews was adopted for this study. Data were transcribed and analyzed using the Gioia methodology.FindingsComparison of approaches to sustainable human resource management (HRM) revealed three distinctive conceptualizations of employees with respect to the sustainability agenda – employees as a driving force for sustainability, employees as consumers of HR practices and employees as members of a community. Strong levels of integration between the HRM and sustainability agendas were only evidenced in those organizations where an attempt had been made to address all three roles simultaneously. Findings suggest that engagement with a sustainability agenda widens the remit of the HRM function, underscoring the importance of employees' roles as consumers of HR practices and as members of wider communities.Practical implicationsBy addressing the integration of HRM with a sustainability agenda, this article helps practitioners recognize diversity among employees' roles and the varying associated needs. Examples of policy and practice initiatives that effectively address these needs are provided.Originality/valueHRM has been widely criticized for overemphasizing shareholder value, thereby lacking in attention to the needs of other stakeholders, including employees. Findings from this study suggest the holistic approach advocated by a sustainability agenda can effectively quell these concerns.

The Collaboration of Human Resource Management and Line Management–An International Comparison

The extant research advocates for the strategic integration of human resource management (HRM) in managerial decision making to foster firm performance. However, the empirical evidence of a stronge...

The Determinants of the Boundary-spanning Functions of Japanese Self-initiated Expatriates in Japanese Subsidiaries in China: Individual Skills and Human Resource Management

Abstract Self-initiated expatriates (SIEs) who work for a subsidiary of a multinational enterprise from their country of origin and hence are familiar with both countries' language and culture can be expected to act as boundary-spanners between the assigned expatriates sent from the parent country and host country nationals, and between the headquarters and the subsidiary. We develop a new model of boundary-spanning that encompasses both individual and organizational antecedents and validate the model using survey data from Japanese-affiliated companies in China. We find that familiarity with Chinese language and culture and the potential dual allegiance of SIEs contribute to enhancing their boundary-spanning behavior. We also find that relationships of trust among the parties concerned (social capital) and global career opportunities for such self-initiated expatriates (geocentric staffing) have positive influences on their dual allegiance. Finally, normative and systems integration of human resource management are associated with increasing levels of social capital and geocentric staffing.

Knowledge management as a strategic tool for human resource management at higher education institutions

Background: Higher education institutions (HEIs) the world over are beginning to recognise the importance of knowledge management; however, such institutions are still in their formative stages of addressing, evaluating and implementing the benefits of knowledge management with particular reference to human resource management (HRM). Knowledge management is a viable means through which HEIs could gainfully capitalise on their intellectual and social capital. Objectives: This study explores knowledge management as a strategic tool for HRM in HEIs. Specifically, the dimensions such as organisational culture, organisational performance, technology, management support and the institutions’ mission and vision will be evaluated to understand knowledge management within HEIs. Method: Using a cross-sectional survey design, a self-administered questionnaire was sent to 91 individuals representing senior, middle and junior human resource managers at selected HEIs in South Africa, Mauritius and India. The study investigated the impact of policies, systems and processes that the HEIs implemented in support of knowledge management and knowledge sharing. Results: A total of 91 human resource practitioners responded to the survey, the majority of whom were male (56%). Respondents from the different countries have similar perceptions regarding the issues that encourage knowledge generation and knowledge sharing (p = 0.209), and how characteristics of their institutions compare with those applicable to learning organisations (p = 0.422). Respondents disagreed to differing extents across countries that organisational or departmental structures, political interference, communication channels between employees and command and control procedures retarded knowledge generation and sharing (p = 0.001). Respondents from the different countries have differing perceptions regarding the speed at which knowledge is transferred (p = 0.000), the reliability of the knowledge that is transferred as well as the extent to which decisions can be made in using the available knowledge (p = 0.000), the ease with which knowledge is transferred in their context (p = 0.016), the transfer of tacit knowledge in their organisations (p = 0.000), whether individual employees use personal knowledge as a source of power (p = 0.025) and the role of the information and communications technology (ICT), infrastructure in knowledge creation and sharing (p = 0.000). Conclusion: The results provide convincing arguments to support the integration of HRM and knowledge management initiatives in HEIs. Whilst the HRM function at HEIs has demonstrated that it has the capability and resources to implement knowledge management initiatives, the results reflect that much ground needs to be covered to realise the full benefits of this endeavour. The study confirms that an effective knowledge management strategy for HRM that is aligned to the organisation’s strategic objectives is imperative for HEIs in South Africa.

Customer-based brand equity and human resource management image

PurposeThe purpose of this study is to investigate the relationship between an organization’s human resource management (HRM) image and its customer-based brand equity. Research into HRM in relation to branding has mostly dealt with how to attract and maintain employees through employer branding. The present study attempts to link HRM directly to marketing and branding aimed at customers as an altruistic dimension of the brand image and as something that applies to customers’ sociological needs.Design/methodology/approachThe study is based on a survey of Swedish customers in two different retail categories: groceries and home decoration.FindingsThe results show that HRM image is distinct from a more traditional service image and that there is a significant relationship between favourable customer perceptions of an organization’s HRM and customers’ willingness to buy and pay a premium for products provided by the retail chain. This finding leads to the conclusion that HRM is not only relevant for employer branding, internal branding and operations management but also plays a significant role in building customer-based brand equity. The results show that further integration of HRM and brand management is needed, both in theory and practice.Originality/valueThis study takes a holistic approach to marketing and is one of the first attempts to incorporate HRM and employer branding into the customer-based brand equity framework. Implications for future research, retailing and other businesses are discussed in the conclusion.

All we need is trust: trust and human resource management

Purpose This study aims to reveal the necessary human resource management (HRM) teamwork processes for achieving HRM integration. Design/methodology/approach A research survey was carried out among 233 HRM professionals from 29 HRM teams. Findings The findings revealed significant correlation between formal HRM aspects of HRM teams (HRM goals and strategy, formal communication and formalization) and informal HRM aspects (perceived proximity and trust). Another significant correlation was found between trust and HRM integration. Also, trust fully mediated the relationship between informal communication and centralization, on the one hand, and HRM integration, on the other. Originality/value The study contributed to the understanding of formal and informal aspects of HRM team (HRMT) processes.