Key Human Resource Management Research Articles

Examining the Role of HRM Practices in Fostering Employee Engagement Towards CSR Initiative.

This paper investigates the pivotal role of Human Resource Management (HRM) practices in fostering employee engagement towards Corporate Social Responsibility (CSR) initiatives within organizations. CSR has become a cornerstone of modern business strategy, acknowledging its significance in promoting sustainable practices and societal well-being. Employee engagement serves as a crucial link between CSR initiatives and organizational success, influencing attitudes, behaviors, and commitment levels among employees. Drawing upon existing literature and empirical evidence, this research provides insights into how HRM practices can effectively nurture and sustain employee engagement towards CSR, thereby contributing to enhanced organizational performance and social impact. [1] Theoretical frameworks such as Social Exchange Theory and Psychological Contract Theory are utilized to understand the mechanisms through which HRM practices shape employee attitudes and behaviors towards CSR. Social Exchange Theory elucidates how HRM practices serve as indicators of organizational support and commitment, fostering reciprocity and engagement among employees towards CSR goals. Psychological Contract Theory highlights the role of HRM practices in shaping the implicit expectations and obligations between employees and organizations, influencing perceptions of trust, fairness, and mutual respect, which in turn drive engagement towards CSR. [2] The paper explores key HRM practices that play a vital role in fostering employee engagement towards CSR initiatives, including recruitment and selection, training and development, performance management, and rewards and incentives. It discusses how organizations can integrate CSR considerations into these practices to create an enabling environment that motivates and empowers employees to actively participate in CSR efforts. Furthermore, implications for HRM practice are outlined, emphasizing the need for strategic alignment between HRM and CSR objectives, leveraging technology and communication channels to enhance employee engagement, and fostering a culture of transparency and accountability. DOI: https://doi.org/10.52783/tjjpt.v45.i02.6106

HOW CAN BLOCKCHAIN IMPROVE EMPLOYEE PERFORMANCE?

Entering the era of the Internet of Things (IoT), one of the main challenges faced by human resources (HR) departments related to human resource management information systems (HRIS) is employee data security and process efficiency which can affect overall organizational productivity. The aim of this research is to provide companies with an in-depth understanding of the potential and implications of using blockchain technology in human resource management information systems (HRIS) and its impact on employee performance. This study uses a quantitative approach with the survey method. The research population comes from HRD professionals who work in companies at various company levels in all industrial fields in the Java-Bali region.PData collection uses an online questionnaire with an interval scale.There were 350 samples taken by purposive sampling and tested using the Partial Least Squares method. Research resultshow that adoption of blockchain technology modifies the relationship between key human resource management variables, such as job satisfaction, transparency, work culture, and work motivation, with employee performance, revealing complex dynamics that require a deeper understanding in dealing with technological developments. This research has limitations in taking respondents because the number taken as samples is still relatively small, namely only in the Java-Bali regions and the variability of the data is still not balanced in terms of sex, length of work and company level. Thus, this research does not just explore the relationship between variables,However also presents findings that provide deep insight into the role of blockchain technology in the transformation of human resource management.

Exploring the Key Human Resource Management Practices Affecting Employee Retention in West Bengal's Fhrai Hotels.

Exploring the Key Human Resource Management Practices Affecting Employee Retention in West Bengal's Fhrai Hotels.

Assessing the Impact of Human Resource Management Strategies on Distribution Efficiency in China's Small and Medium Enterprises (SMEs)

This research explores the role of Human Resource Management (HRM) strategies in shaping the distribution efficiency of China's Small and Medium Enterprises (SMEs). Given the increasing complexities in the global business landscape, effective HRM practices have emerged as significant drivers of operational performance in these enterprises. The study focuses on three key HRM strategies: strategic HRM, digital HRM, and employee well-being practices. Findings reveal that strategic HRM, marked by the integration of HRM policies with organizational goals, substantially enhances distribution efficiency. Additionally, the advent of digital HRM, facilitated by modern technologies, has revolutionized traditional HR practices, leading to improved operational efficiency, including distribution. Furthermore, prioritizing employee well-being has shown to foster a productive workforce, positively influencing distribution efficiency. The study underscores the need for SMEs to adopt these HRM strategies to bolster their distribution efficiency, thereby boosting overall performance and competitiveness.

Strengthening the ICUs' human resource-related responses to Covid-19: A rapid review of the experience during the first year of public health emergency.

By drawing on macro‐categories of key human resource (HR) management interventions recommended by the Organization for Economic Co‐operation and Development (OECD) during the Covid‐19 pandemic, this study aimed to explore whether and how Intensive Care Units (ICU) have strengthened their HRs during the first year of Covid‐19 emergency. A rapid review was conducted to provide a quick synthesis of the literature in English identified in the Web of Science Core Collection (WoS), PubMed, and Scopus databases. A total of 68 articles qualified for the final analysis. The findings illustrated that health organisations were often guided by staffing ratios to estimate capacity to care, aimed to modify the scope of practice of providers, redeployed both internal and external staff to ICUs, created and adapted the Covid‐19‐specific staffing models, and implemented technological innovations to provide services to the unprecedented number of patients while protecting the physical and mental health of their staff. The insights of this research should be helpful for health leaders, HR Managers, and policymakers who have faced unprecedented challenges and tough decisions during this emergency. The findings could also inform beyond‐Covid‐19 ICU policies and guide future research.

Fairness in human resource management practices and engineers' intention to stay in Indian construction firms

PurposeMore attention should be paid to human resource management practices, as they play a vital role in the retention of the skilled workforce for improved competitive advantage and reduced skill shortage. This study aims to examine the impact of engineers' satisfaction regarding fairness in key human resource management practices such as performance management, compensation and pay, and employee relations on their intention to stay in Indian construction firms.Design/methodology/approachThis research was undertaken using a questionnaire survey conducted among 230 engineers working in Indian construction firms. Data collection was done by using self-administered questionnaires. The quantitative analysis of the collected data was carried out. The constructs involved in the study were validated using factor analysis. The correlation and regression analyses were used to examine the relationship between engineers' satisfaction with fairness in human resource practices and their intention to stay.FindingsResults showed that satisfaction with fairness in human resource practices, such as performance management and employee relations are positively related to engineers' intention to stay, whereas satisfaction with fairness in employee relation practices highly predicts engineers' intention to stay.Originality/valueThis study adds to the body of knowledge by examining the impact of engineers' satisfaction with fairness in human resource practices on their intention to stay in the Indian construction sector, which is an under-researched area. Satisfaction with fairness in employee relation practices is identified as the strongest predictor of engineers' intention to stay. The finding of the research could help construction companies develop human resource practices and policies to promote the retention of construction professionals, particularly engineers, who work for them.

Work–life balance indicators and talent management approach: a qualitative investigation of Indian luxury hotels

PurposeThe purpose of the study is twofold: (1) it captures the work–life balance (WLB) experiences of front-office employees to inductively classify a set of WLB indicators for the locally owned Indian luxury hotels and (2) it further examines the existing WLB practices of the select hotels with the lens of talent management (TM) approach of key human resource management (HRM) practices (Thunnissen, 2016).Design/methodology/approachTo explore and classify WLB indicators, an exploratory, qualitative approach is utilized by administering seven focus group discussions involving 70 front-office employees working in Indian luxury hotels. Seven in-depth interviews with HR professionals were triangulated with secondary data to capture and analyse the existing WLB practices of sampled organizations.FindingsFour clusters of WLB indicators that are grounded in the lived experiences of front-office employees are identified and presented. Interview data from human resource representatives unveil that hotels consider existing WLB practices as key HRM practices with an inclusive TM approach. The findings also surface the differences in expectations of front-office employees and WLB practices followed by the hotels.Research limitations/implicationsFirst, the paper addresses the issue of WLB from employees’ perspective which is crucial for designing effective WLB practices. Second, the paper contributes to the existing TM literature from the perspective of WLB practices.Originality/valueThe originality of the study is grounded in the employees’ lived experiences to classify the WLB indicators for India and further examine the WLB practices through the lens of the TM approach.

AN ASSESSMENT OF KEY HUMAN RESOURCE MANAGEMENT PRACTICES ON JOB SATISFACTION AMONG SENIOR STAFF OF THE UNIVERSITY OF CAPE COAST, GHANA

Human resource management (HRM) practices play crucial roles in ensuring that organizations deliver quality services. The study assessed the effect of selected key HRM practices on job satisfaction among employees of the University of Cape Coast. Using an explanatory design, a sample of 302 respondents was selected from a population of 1469 senior staff of the University through a stratified random sampling technique. The questionnaire was the main instrument used to collect the data. 292 respondents answered the questionnaires, which represented 96.68% of the responses rate. The analysis of data was done using the Statistical Product for Service Solution (SPSS). The dependent variable was job satisfaction. The independent variables were promotion, reward, training and development, and supervision. Pearson correlation was used to determine the relationships among the variables, and the standard multiple regression test was used to determine the level of significance of each determinant of job satisfaction. The results of the analysis show that the following HRM practices- promotion, reward, training and development, and supervision- have a moderate effect on job satisfaction; but supervision and reward have a significant positive effect on employees’ job satisfaction. The study contributed to knowledge in the research endeavor by demonstrating that although HRM practices influence job satisfaction among employees of the University of Cape Coast, promotion does not automatically make all employees enjoy their jobs.

Menadžment ljudskih resursa u domaćim poljoprivrednim preduzećima

The aim of this paper is to identify key human resource management activities in domestic agricultural enterprises and their scope, as well as accompanying problems. The research used a quantitative method, ie. a written structured survey was conducted via the Internet. The survey included 64 companies, and 29 or 43% responded. The results of the research show that domestic agricultural companies mainly carry out human resource management activities. In 17% of companies, a professional manager is hired, while in most directors they are superior to employees. Furthermore, the research found that most attention is paid to rewarding, motivating, training employees and managing safety at work, while job evaluation, socialization, cooperation with educational institutions and measuring employee satisfaction are of secondary importance. Personnel problems such as low motivation, work discipline, disturbed interpersonal relations, employee turnover, engagement of seasonal workers and lack of interest in training were expressed. An effective personnel policy can prevent staffing problems and improve productivity. We advise companies to consider investing in a quality manager, who would deal exclusively with human resources.

Green Human Resource Management and Environmental Innovativeness

Drawing upon the resource-based view and the situated learning theory, this study examined the effect of green human resource management (HRM) practices on the firm environmental innovativeness. The moderating role of organizational innovative culture on the relationship between green HRM and firm environmental innovativeness was also assessed. A survey of 212 furniture manufacturing companies in Malaysia was analyzed using structural equation modeling. Results from the data analysis suggest that green HRM practices are positively associated with the firm environmental innovativeness. The positive effect of green training and green compensation on firm environmental innovativeness was found to be increased by moderating the role of organizational innovative culture. The present study clarifies key green HRM practices that can assist the environmental innovativeness in Malaysian furniture manufacturing firms and advances related research by proposing and examining an overarching model to enlighten such synergies and the moderating role of organizational innovative culture. The findings further extend the scope of green HRM research to promote innovation in the manufacturing firms. The theoretical and practical implications of green HRM are presented to enhance the environmental innovativeness.

Identifying the effect of green human resource management practices on lean-agile (LEAGILE) and prioritizing its practices

PurposeThe present study attempted to identify, measure and prioritize key green human resource management (GHRM) practices to achieve the lean-agile mindset in the steel industry.Design/methodology/approachFollowing an in-depth review of the literature, this study identifies GHRM practices. Then, the effect of green HRM practices on the lean-agile mindset was evaluated using structural equation modeling (SEM). In the next step, using the fuzzy analytic hierarchy process (FAHP), prioritization of practices that have significant effects on lean-agile mindset were discussed.FindingsThe present study introduced eight GHRM practices. The results of SEM showed a significant and positive effect of all GHRM practices on lean-agile mindset. Prioritization of GHRM practices by the FAHP was defined as green reward management, green education and development, green performance evaluation, green discipline management, green employment, green safety and health management, green selection and green career design.Research limitations/implicationsThe present study suffers from some limitations. First, the research was conducted at a temporal section. Second, this research has been conducted in a particular industry.Practical implicationsThe present study encourages human resource managers to increase their efforts to achieve green employees and put employee greenery in their strategic goals.Social implicationsSuccessful implementation of GHRM programs has positive consequences at the individual, organizational and community levels. Implementation of the identified actions increases employee vitality at the individual level. At the organizational level, the work environment of environmentally friendly organizations is also more attractive to job seekers. Finally, at the social and extra-organizational level, a green lifestyle is spread in the community, which will lead to a healthy and green environment.Originality/valueEmphasizing environmental principles on the one hand and creating the lean-agile mindset on the other are effective factors on maintaining the competitive advantage of industries. In this regard, the present study presented two innovations in HRM literature: (1) assessing the effect of GHRM practices on lean-agile mindset and (2) prioritizing GHRM practices based on the lean-agile mindset.

Employees’ Attitude and Implementation of Performance Appraisal System in the Ministry of Education in Nairobi City County, Kenya

Performance appraisal (PA) is a critical element in the performance management system and a key human resource management function which is used to track individual contribution and work performance against organizational goals and to identify individual strengths and opportunities for future improvements. However, in the Ministry of education, performance appraisal seems not to be effective mainly due to the perceptions the employees hold towards the implementation of performance appraisal that it is a bureaucratic process, with little relevance on improving performance and accountability, which consequently led to the less importance and emphasis attached to it. This study determined the effects of employee attitude on the implementation of performance appraisal system among the employees in the Ministry of Education in Nairobi City County, State Department of Early Learning and Basic Education. The study adopted the concurrent mixed methods design where quantitative and qualitative methodologies were employed, simultaneously. The researcher used stratified sampling method to select the samples of the study by stratifying the staff into Education officers and Quality Assurance and Standards officers (QASOs). Semi-structured questionnaires and interview guides were used to collect data from the respondents. The study recommends that “Appraisal training by MoE”; and “Perceived organization support by MoE”; are the main critical factors that need to be seriously addressed to improve employees’ Attitude on the implementation of Performance Appraisal System. The anticipated key beneficiaries of the findings include human resources department of the Ministry of Education, the Public service management, other institutions and future researchers.

Employee turnover intention in the milieu of human resource management practices: moderating role of work-life balance

This study has been carried out in the pursuit of exploring key human resource management (HRM) practices and work-life balance in the Indian hospitality industry in relation to its impact on frontline employee's turnover intention. A total of 271 responses were collected from frontline employees through questionnaire. Using partial least square (PLS) path modelling the hypotheses were tested. Results indicated that better perception of HRM practices has negative influence on frontline employee intention to quit. Work-life balance acts as a significant moderator in the relationship between certain HRM practices namely training, career growth opportunity and compensation and turnover intention.

Subsidiarity as secret of success: “Hidden Champion” SMEs and subsidiarity as winning HRM configuration in interdisciplinary case studies

PurposeThis paper contributes to the theory of the relationship between human resource management (HRM) and innovation at small- to medium-sized enterprises (SMEs) by conducting a conceptual analysis of the question why Germany boasts by far the highest number of “Hidden Champion” SMEs. This is done by case studies from the army and public financial management of aid disbursal in developing countries. Implications for HRM at SMEs are discussed.Design/methodology/approachConceptual analysis using case studies.FindingsContributing towards filling the gap concerning theoretical underpinnings of the link between HRM and innovation, we suggest that interdisciplinary work from relevant organisational case studies indicates that the concept of institutional design to provide motivational incentives may be relevant, especially concerning high performance systems with bundles of HRM practices. Specifically, the fundamental principle of subsidiarity is found to be important.Research limitations/implicationsThe research is broadly applicable to organisations of all kinds, as the diverse case studies indicate. We point towards tentative implications for the firms that account for the majority of the work force, namely SMEs, and among them the most successful ones, the so-called “Hidden Champions”.Practical implicationsHR managers can improve motivation, performance and innovation by decentralising decision-making as far as possible, while ensuring the overall organisational goals are well understood and shared, and resources are dedicated to train and educate staff. Additionally, the conception of rank-order competitions complements the institutional design.Social implicationsGreater productivity and material performance as well as greater job satisfaction via larger autonomy and decision-making power on the local level can be achieved by the application of subsidiarity as key HRM configuration. This can be employed at SMEs, as discussed, but also other organisations. Further, the principle of subsidiarity and the greater emphasis on staff training and education may help reduce inequality.Originality/valueOur paper contributes towards filling the gap in the literature on the link between HRM and innovation, by identifying the role of subsidiarity. We introduce an interdisciplinary perspective, with contributions from economics and psychology, among others. We also contribute to the history of HRM.

The Relationship between Human Resources Management and Non-financial Performance of Quoted Food and Beverages Companies in Nigeria: The Moderating Role of Organizational Culture

Due to unclear and unpredictable definition of organizational culture, business performance and human resources management practices in Nigeria, most food and beverages firms have no sustainable basis for creating and maintaining a competitive advantage, firm performance and development in the industry where they operate and are unable to achieve targeted performance. This makes it necessary for the HRM department to play a crucial role to manage their employees together with the welfare of the organization. The main purpose of the study is to investigate the relationship between human resources management (HRM) and non-financial performance (NFP) with moderating role of organizational culture. Hypothesis was developed considering five key HRM practices and NFP and subsequently testing based on data from 5 quoted selected food and beverages companies in Nigeria. The findings using hierarchical regression analysis revealed that human resources management and organizational culture have significant effect on non-financial performance (F = 854.526, p < 0.05). Organizational culture had no significant moderating effect on the relationship between human resource and non-financial performance in Nigeria (∆R 2 = 0.001; ∆F = 1.894; p >0.05). The study recommended that the management of Food and beverages companies in Nigeria should create a supportive culture in the organization as such will help the employees to put in their best towards enhancing firm performance.

New development: Competency assessment system and practice in government—the South Korean experience

ABSTRACT Many advanced countries have introduced competency assessment to define the necessary abilities for effective job performance—linking key human resource management and leadership development activities to ensure organizations have competent employees. Competency management is the subject of considerable attention worldwide, but the concept is not well researched. This article reviews the South Korean government’s competency assessment system and explains how it can be adapted to develop civil servants.

The Organizational Aspect of Human Resource Management as a Determinant of the Potential of Polish Hospitals to Manage Medical Professionals in Healthcare 4.0

Industry 4.0 solutions have penetrated the healthcare sector, thus creating challenges that healthcare entities should meet. For this, a proper relationship between human resource management (HRM) within healthcare entities and Healthcare 4.0 is needed. In addition, organizations mainly focus on HRM practices, yet organizational issues are overlooked. In this context, the aim of the article was to analyze and evaluate the involvement and roles of key HRM actors, such as line managers and human resource (HR) specialists (HR departments) within strategic healthcare entities, namely hospitals. It was also important to identify the potential of hospitals to meet the requirements of Healthcare 4.0. A study was performed on a group of 285 Polish hospitals. Five respondents were recruited from each hospital. The total population amounted to 1425 interviewees. Due to the complexity of the research, it was outsourced. The results of the analysis identified that hospitals largely engage line managers in medical personnel management. However, a lack of managerial competence may become a major barrier in coping with challenges created by Healthcare 4.0. Organizational solutions do not support the strategic role of HR specialists; their anchoring in the organizational structures limits the possibility to support the changes required for the transformation towards Healthcare 4.0.

Line Managers’ Performance of Strategic Human Resource Roles: Creating Value, Not Rhetoric

Line managers’ (LMs) role has been restructured in modern business as they are undertaking the responsibilities of key human resource management (HRM) functions. Although HRM roles of LMs have got wide recognition in academic research, factors influencing their performance of strategic HRM roles remained relatively under developed, especially in Bangladesh. Based on the perspective of Ability-Motivation-Opportunity (AMO) theory, we propose that LMs’ strategic HR roles performance are influenced by their ability, motivation, and opportunity. A survey with self-administered questionnaire was applied for collecting data from a sample of 170 participants drawn from LMs employed at private banking organizations in Bangladesh. The technique of partial least squares structural equation modelling was utilized for testing the study model. The findings highlighted that LMs’ ability and motivation significantly related to their performance of strategic HR roles while opportunity provided to LMs had non-significant relationship with their strategic HR roles. Despite the findings produced mixed support, this research has key implications for practitioners as well as academicians. The present research is believed to serve as a standard in comprehending the AMO factors influencing LMs’ execution of strategic HR roles which remains largely unexplored in the Bangladesh context.

Human Resources Management Practices and Affective Commitment among Financial Industry Employees in Malaysia

Market competition increased difficulty for organizations to hold premium quality workers. This research explores on the human resources management (HRM) practices and affective commitment (AC) among a sample of 384 financial industry employees in Klang, Selangor, Malaysia. The hypotheses were developed by considering the correlation between four key HRM practices (training, career advancement, performance evaluation and rewards) and AC. The findings indicates that the independent variables of career development, training and performance appraisal have a positive and significant relationship with AC, whereas rewards has no correlation with AC. The findings imply that in the Malaysian financial industry needs greater training programmes and effective performance evaluations to increase employees’ performance and commitment.

Human resource management challenges facing franchise businesses

PurposeThe purpose of this paper is to extend the current understanding of human resource management (HRM) challenges facing franchise businesses.Design/methodology/approachA qualitative investigation, including eight in-depth interviews and 66 semi-structured interviews with various franchise stakeholders as well as 42 participant observations, was conducted in North America to answer the research questions.FindingsSix major conclusions emerged from the conceptual and empirical work. The findings, for instance, reveal that human resources in franchise businesses lacks in motivation and skills, and franchisees’ distance from the ideal mix of autonomy and risk-aversion determines psychological and financial distress in the system.Practical implicationsThe findings suggest that when firms choose the franchising path as a means of leapfrogging resource constraints, they will experience new and more challenging HRM complications for several reasons. Therefore, decision-makers at both franchisor and franchisee firms need to address these new HRM challenges proactively by recognizing their possibility and emergence and by engaging in cooperative learning with one another.Originality/valueWhile HRM practices can “make or break” franchise systems, some important research questions still remain unanswered in this context. In an attempt to narrow this gap, and using a qualitative approach, this work identifies and classifies the key HRM challenges facing the franchise industry. Based on the finding, a conceptual model is proposed and discussed.