Human Resource Management Model Research Articles

Diversity and Inclusion Management in Human Resource Management - Based on Marginal Utility Perspective

Abstract This paper optimizes human resource management from the perspective of marginal utility. The utility function proposes the subtraction function of consumption, which represents the law of diminishing marginal utility. The Lagrange multiplier method solves the maximum utility problem. In human resource management, utility and marginal utility are redefined, and the probability density function and distribution function of exponential distribution are used as the index’s marginal utility and utility functions, respectively. Human resource management optimization models I and II were constructed based on the marginal utility, and the models and model parameters were solved. This paper applies the human resource management model to Company R as an example. The calculation shows that the total investment of the current index resources of Company R is 2.55 million yuan, and the total utility calculation is 0.8306. Under the optimization of human resource management based on Model I, the expected value of company R reached 0.8631 while maintaining the unchanged index resource input, an increase of 3.91%. The optimization based on Model II resulted in the index resource input being 2.3285 million yuan, with an unchanged total utility that was reduced by 8.69%.

Research on Human Resource Management Optimization and Decision Support System Construction Based on Electric Power Enterprise Strategy

Abstract At the present stage, the development of electric power enterprises needs to update the concept of human resource management by fully combining it with their actual situation and constructing a systematic human resource management model so as to occupy a favorable position in the market competition. This paper brings the classification rule mining algorithm based on the ant colony algorithm into human resource planning decision-making, adds an adaptive mechanism to the ant colony algorithm, updates the algorithm strategy, and improves the quality of algorithmic decision rules. Establish a fuzzy comprehensive judgment model for performance appraisal and salary decision-making in electric power enterprises and design a comprehensive system of dynamic decision support for human resource management in electric power enterprises. Analyze the effect of α, β and ρ values on the performance of the adaptive ant colony algorithm and determine the utility of the classification rule mining algorithm based on the adaptive ant colony algorithm for human resources planning and decision-making. Combine the evaluation level and scoring factors of employees in electric power enterprises to obtain the employee performance appraisal rankings and determine their remuneration packages. The practical benefits of the HRM dynamic decision support system designed in this paper are examined by a system reliability test. The reliability of the human resource management decision-making system designed in this paper is maintained at 0.93~0.97, and the decision-making reliability of traditional system 1 and traditional system 2 is maintained at 0.90~0.92 and 0.90~0.91, respectively. The decision-making system for human resource management in electric power enterprises constructed in this paper is more advantageous for practical operation.

The impact of artificial intelligence technology on the management of front-line employees in manufacturing enterprises: The proposal of a theoretical model

Artificial intelligence technology has greatly changed production process equipment and technological systems. The changes in production technology systems and environments will inevitably affect people's psychological behavior, thereby affecting employee performance. This article found that artificial intelligence technology has the effects of interpersonal isolation, skill deprivation, innovation opportunity deprivation, and sense of achievement deprivation on frontline employees in manufacturing enterprises, leading to a sense of powerlessness and fatigue among frontline employees, resulting in a decrease in employee satisfaction, an increase in turnover rate, and an increase in insecurity. To address the impact of artificial intelligence technology on frontline employees, traditional human resource management models should be changed, employee care should be strengthened, team activities should be emphasized, life situations should be created, and diverse skills should be developed.

The Conceptual Model of Green Human Resource Management in Business Organization: A Literature Review

The conceptual model of Green Human Resource Management (GHRM) in business organizations focuses on integrating green practices into human resource management strategies, the research model can support organizations in minimizing expenses without losing talent, reducing total costs, and driving business success in an ever-evolving world. GHRM is a program that helps create a green workforce that can understand and appreciate green culture in an organization that requires a high level of technical and management skills in employees. This research aims to see the implementation of GHRM in organizations that support environmental performance and see the dimensions of GHRM practices in supporting sustainable business organizations. This research used a qualitative research design with a literature study approach. The results of this study state that GHRM involves integrating green practices into human resource management functions, such as recruitment, training, performance appraisal, and compensation. Implementing GHRM can improve environmental performance, financial savings, and competitive advantage. The research limitation only refers to the research of the GHRM conceptual model. In the research "Conceptual Model of Green Human Resource Management in Organizational Business," the originality can be found in the specific focus on developing a conceptual model for green human resource management (GHRM) in the context of organizational business.era demands a tight competition among organizations, and employee engagement plays pivotal factors in determining the organizational success, especially in the manufacturing companies. This research examines the effect of organizational leadership, employee development, and performance management on employee engagement in the manufacturing sector. Through a comprehensive case study approach, data were collected from several manufacturing companies to analyze the relationships among these key variables. Quantitative approach was applied. Respondents were employees of manufacturing companies in food and beverage, automotive, textile, electronic, and other sectors, recruited using saturation sampling technique. The causal model was applied, and data were analyzed using Structural Equation Modeling, which was operated through SmartPLS. The results of the study demonstrated a positive and significant effect of organizational leadership and performance management on employee engagement. However, training and development were found to have no significant effect on employee engagement.

Suvremena menadžerska analiza perspektive višestrukih dionika u upravljanju ljudskim resursima

The aim of the paper is to enhance the understanding of strategic human resource management (SHRM) as a concept by identifying the factors that impact its adoption in organizations and the potential outcomes, thus creating a comprehensive framework. This paper has been designed as an integrative literature review that attempts to answer the following research questions: What are the predictors of the adoption of a multi-stakeholder perspective in human resource management and what are the expected outcomes of implementing strategic human resource management in terms of value creation? In addition, the paper aims to answer the following questions: How do strategic changes influence the adoption of the multi-stakeholder perspective in human resource management (or the strategic human resource management processes) and is there a causality between them? To explain the interconnectedness between strategic changes and human resource management, the authors propose a conceptual framework for the multi-stakeholder perspective in human resource management or a new model for strategic human resource management. The proposed conceptual model provides a more comprehensive view of strategic human resource management. The key elements of the proposed strategic human resource management model are the CEO leadership characteristics, including CEO career diversity and CEO willingness to adopt the authentic leadership approach, and the possible consequences of SHRM in achieving higher organizational effectiveness (improved organizational performance). This model also assumes that employee engagement plays a mediating role between strategic human resource management practices and organizational effectiveness. This paper provides an integrative literature review on the adoption of the multi-stakeholder perspective in human resource management and creates a new conceptual framework for strategic human resource management.

A New Model of Human Resource Management for Work in an Intensive Environment

A New Model of Human Resource Management for Work in an Intensive Environment

Providing a Human Resource Management Model for Hamedan University of Medical Sciences Hospitals Based on the Pathology of Accreditation Standards

Providing a Human Resource Management Model for Hamedan University of Medical Sciences Hospitals Based on the Pathology of Accreditation Standards

Analysis of the Selection and Employment Model of College Counselors from the Perspective of Human Resources Management

In the context of the continuous deepening of the reform of public institutions by the country, universities, as special public institutions, need to continuously explore and try reform paths that are in line with their own development. The enterprise human resource management model serves as a means to optimize and adjust the internal personnel structure and better achieve human resource allocation, providing reference and reference for the selection and employment of college counselors. Therefore, in order to further improve the quality of college counselor selection, it is necessary to apply advanced concepts of human resource management, clarify counselor selection standards, and better complete the construction of the college counselor team. This article analyzes the current situation of college counselor selection and proposes innovative selection models to address the main problems, in order to promote the improvement of the quality and ability of college counselors.

Linkage between strategic human resource management and organisational effectiveness in enterprises combining multivariate statistical analysis methods

Abstract This paper first proposes strategic human resource management based on the competing value architecture, discusses the dimensions and measurement system of strategic human resource management, and carries out the K-mean clustering analysis on the contents of strategic human resource management. Secondly, constructs a relationship model of strategic human resource management that affects organizational effectiveness. Finally, organizational effectiveness was examined using various multivariate statistical analysis methods, such as stepwise regression. The results show that the path coefficients of strategic human resource management on organizational effectiveness are 0.43, 0.33, 0.51 and 0.60, respectively, and the standardized values of these path coefficients range from 0.33 to 0.60, which further confirms the positive impact of strategic human resource management on organizational effectiveness. The paper’s research provides a guide for promoting the healthy development of enterprises and enhancing the overall level of human resource management.

The Mediating Effect of Employee Outcomes on the Relationship between Green Human Resource Management Practices and Firm Performance

Purpose: The purpose of the study was to determine the mediating effect of employee outcomes on the relationship between green human resource management (HRM) practices and the performance of firms listed on the Nairobi Securities Exchange (NSE). The study was anchored on the Guest model of HRM. It was guided by the positivist research philosophy and used a cross-sectional research design.A pilot was done in 12 firms not listed on the NSE. Reliability was ascertained through Cronbach’s coefficient and validity through expert judgement. Methodology: Primary data was collected using a structured questionnaire in a census of all the 62 NSE-listed firms. SPSS software was used to conduct descriptive and inferential statistics including Pearson correlation and simple regression analysis. The presentation of the results was in tables. Findings: The findings revealed an indirect link between green HRM practices and firm performance through employee outcomes. This implies the presence of a mediating effect (total effect minus the direct effect ()) of 0.284. Meaning that employee outcomes partially mediated the relationship between green HRM practices and firm performance. Therefore, the null hypothesis that employee outcomes have no statistically significant mediating effect on the relationship between green HRM practices and firm performance, was rejected. Unique contribution to theory, practice and policy: The study concluded that green employee outcomes (competency, commitment, and empowerment) were present in the listed firms and led to enhanced firm performance. The study validates the Guest model of HRM illustrating that the model is applicable in the study of firm performance. The study recommends that firms should introduce green HRM practices to realise employee outcomes that engrave an eco-culture among employees linked to sustainable performance. Further areas of research are; a study exploring the mediating role of other employment outcomes on the relationship between green HRM practices and firm performance. The study contributes to green HRM research theory and practice and offers a platform for further research by HR students, scholars, and researchers. Finally, the findings would guide Human Resource Managers as they institute green HRM practices in their organisations.

A Validated Human Resource Management (HRM) Model For Advancing Gender In The Leadership Hierarchy In The Managerial Sphere Of HRM With Resultant Benefits Of Organisational Success

This is one of the few research studies that develops, tests and subsequently proposes a Human Resource Management (HRM) model for the advancement of women in the leadership hierarchy in the HRM domain with resultant benefits of organisational success in the Mauritian workplace. The conceptual theoretical HRM model was developed by an in-depth review of literature, investigating relevant theoretical and empirical aspects of HRM pertinent to the case of women in the HRM domain Mauritius has often been described as an economic miracle and has the most successful economy in Sub-Saharan Africa but gender inequality remains an unfulfilled intent. This resonates classically in the domain of Human Resource Management that even though having a compelling feminised image with women being the numerical majority, they remain concentrated in lower-level positions, with men predominating at senior levels and this is akin to the situation of women in the HRM domain internationally. The efficacy of this conceptual HRM model was gauged by carrying out a questionnaire survey from 106 women in the HRM domain from the different sectors of Mauritius. The empirical data was analysed by using statistical tools such as Correlation and Ordinal Regression Analysis. The causality and regression analysis resulted in seven ordinal regression models that culminated in the new & innovative HRM model that leads to the advancement of women in the HRM domain, reduces hurdles and barriers they experience, enhances their job contribution the cumulative effect of these variables in the long run would generate organisational success in the Mauritian workplace. The HRM model generated is an original contribution to the HRM and gender advancement literature and though it was validated by women in the HRM domain in Mauritius. It definitely can be extended to advancing different types of women in the work-force both in Mauritius and internationally.

Global Strategic Human Resource Management Practices and Systems Considerations for Virtual, Remote-Working Employees in COVID-19 Pandemic Era: A Triangulation of Meta-Methods

Virtual organisations have progressively pervaded the world where groups of workers implement boundaryless, concurrent, and cooperative job processes outside physical job environments. This is made possible by internet accessibility; and information, communication, and technology (ICT) which organises and integrates employees’ abilities and assets for the sole purpose of achieving the overall organisational goal. Virtual jobs offer fresh management problems in comparison to conventional in-person job habits. Human resource specialists reveal that various managers suffered from deficient capabilities and power during COVID-19 lockdown in comparison to conventional working environment management. A meta-evaluative research was conducted in order to conceptualize an evidence-based synopsis on virtual administration of remote-working employees and propose an applicable conceptual framework. The research utilised sixteen peer-reviewed published articles on management of virtual remote-working employees between 2020 and 2023. The results were able to systematically demonstrate remote working procedures of diverse organizations facilitated by virtual processes and technologies, and strategic human resources management model as well as collaborative methodologies that empowered the peculiar COVID-19 virtual workspaces. Communication, information technology and managerial proficiencies are paramount for managers of employees in such settings. Consequently, a conceptual framework for management of remote-working employees have been designed containing managerial expertise, trainings, ICT and environmental components. Managers are required to have the necessary abilities required to anticipate diverse circumstances and to prepare beforehand activities that counter likely contradictions and disputes. Virtual remote-working groups deliver great prospects; thus, managers should aim to capitalise on its benefits while seeking to minimise its drawbacks. Keywords: Remote-Working, Strategic Human Resource Management, Virtual.

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.

Dimensional structure, scale development and impact effect testing of platform-based human resource management

Abstract This paper first constructs an analytical model of platform-based human resource management, where the series of independent variables and the series of dependent variables are grayed out by multiplying each variable by its whiteness at different time series points. The Cholesky method is employed to solve for the regression parameters, and the original dependent variable series and its predicted value series are gathered to calculate the error estimates. Finally, the model was used to analyze the dimensional structure and test the effect of platform-based HRM. =0.31, p0.001, the perception of continuous platform-based HRM was significantly and positively related to job performance, as demonstrated by the results. The perception of continuous platformed HRM is significantly and positively related to psychological capital β=0.54, p<0.001. This paper provides a theoretical guide for HRM in platformed companies and a conceptual model and measurement tools for studying platformed HRM.

Optimizing the influence of human resource management on relieving the psychological stress of employees

BackgroundHuman resource management is an important field that directly impacts the development of enterprises and the quality of employees’ work. With the rapid growth of society and the intensification of competition, enterprises are facing more and more pressure, and employees are also under more work pressure. Therefore, optimizing the enterprise’s human resource management system to relieve the psychological pressure of new and old employees has become an urgent research topic.Subjects and MethodsBased on the analysis and dismantling of the existing human resource management model, this study improves the structural modules that can be optimized, such as the suitable working environment and resource support provided by the company, the promotion system obtained by employees, and reasonable welfare benefits. The improved and optimized human resource management mode was compared with the traditional one under the same conditions, and SPSS23.0 software was used for correlation detection. This paper explores the relieving effect of the optimal management mode on the psychological stress of employees.ResultsThe employees who accepted the optimal management mode were more satisfied, the number of employees with psychological stress decreased significantly, and the self-evaluation score was higher. The difference was significant (P<0.05). Employees who accept the traditional management mode have no noticeable effect on relieving psychological pressure and low overall satisfaction.ConclusionsThe optimal human resource management model proposed in this study explicitly affects the psychological pressure of new and old employees and improves job satisfaction and performance.

Internal university labor market: problem, inevitability or expediency?

There are 2 strategic vectors of human resource management: an open or closed model. The reasons for the development or rooting of a closed model (the internal labor market) we explain by two groups of basic conditions (factors): the specifics of the external environment and the business model of the organization. Each of the conditions determines the need to attract workers with specific characteristics.The article is devoted to the study of the influence of these factors on the creation of internal labor markets in universities. The methodological framework of the study is based on human resource management and labor economics. The specificity of the business model of the university is due to the multifunctionality of its target efficiency, the complexity of the hierarchy, and the special characteristics of the goods. Also, the reasons for the emergence of closed models of human resource management are associated with bilateral and quasi-market relations in the higher education. Together, these factors explain the emergence of a special type of internal labor market. Its key characteristics are an indirect system for assessing the level of professor’s qualifications; self-selection and inbreeding as the unique institutions; implicit individual contracts as a by-product of the hidden career and the working time elasticity. In Russian universities, internal labor markets are a non-alternative model of human resource management due to the underdevelopment of infrastructure, as well as an imbalance in supply and demand in the external labor market. It is shown that the functioning of such a model will be relatively expedient when building the effective work of a university in a loose coupling net of national and international academic community.

Kick me while I’m down: Modeling employee differences of the impact of workplace incivility on employees' health and wellbeing

Although research has shown that workplace incivility has a stronger and more enduring impact on the health and wellbeing of some employees more than others, there has been little focus on why this is the case. To address this gap, in this paper, we integrate attribution and conservation of resource theories and relevant studies to develop a conceptual model that focuses on explaining the relationship between workplace incivility and employees' health and wellbeing. Our model emphasizes how employees' attributions about incivility are influenced by the combination of the perceived power of the source of the incivility, employees' individual resources, and the cultural value of collectivism of the country in which the employees were raised, and how their attributions may lead to a freeze response, resulting in a downward spiral that impacts their health and wellbeing. Further, we consider the role of organizational resources in potentially mitigating the negative consequences of workplace incivility on these employees. By including an example of the model's application to equity-deserving employees and considering how employees' past experiences impact on the relationship between their attributions about workplace incivility and their health and wellbeing, our paper challenges underlying assumptions of human resource management (HRM) frameworks and models used to ensure employee wellbeing.

Strategic Human Resource Management (SHRM) Concepts and Models for Virtual Organization Management: A Literature Review

Virtual groups have been defined to be an assemblage of persons that are physically or administratively separated but work together concurrently and cooperatively on job procedures through correspondences as well as information technology for achieving definite objectives. Managing a virtual remote workgroup is difficult and requires additional competences when compared to traditional management. Many managers are not capable of remote working or trained for such work situations leading to challenges associated with fulfilment of responsibilities. There is a need for managers to acquire fresh skill set. Understanding the unique social aspects and computer mediated technicalities encompassing management of virtual workforces will enhance organisational productivity likewise create an efficient human resource management (HRM) structure that can enhance attainments. This article is an integrative review of literatures aimed at expanding human resources management scope. In-depth investigations of human resource management literatures, research and theories and their application as well as study of applicable models and theoretical frameworks which can be used to comprehend the peculiar nature of virtual organizations was extensively explored. Findings recognized crucial tasks likewise opportunities emanating from contemporary situations that warrant virtual, remote working and suggestions were proffered that managerial staff and human resource executives can utilize for imminent circumstances that might require innovative work techniques for enhanced organizational performance. Pragmatic indications credibly prove that implementing strategic human resource management (SHRM) processes and strategies in virtual organizations adds value to organisational performances with reference to improved efficiency, greater viability, and reduced staff turnover level. Keywords: Strategic Human Resource Management, Virtual Organizations.

Essential but Ignored: Including Blue-Collar Government Workers Into Human Resource Management Research

Routine, manual, or blue-collar workers play a substantial role in delivering public services, especially at the local level. Despite their prevalence, scholars know little about the specifics of managing these human resources. This contribution challenges common stereotypes about blue-collar workers and argue a truly inclusive knowledge base on public- sector human resource management (HRM) must include these workers. Building upon the job characteristics model and the Ability–Motivation–Opportunity (AMO) model of HRM that links ability-, motivation-, and opportunity- HRM practices to job performance, a research agenda is put forward aiming to better understand blue-collar workers in government. Researchers are challenged to study blue-collar workers in government to truly construct both inclusive workplaces and an inclusive knowledge base in public personnel or public HRM research.

Job resources, psychological capital and work engagement among university teachers: Inputs to human resource management model

Job resources, psychological capital and work engagement among university teachers: Inputs to human resource management model