Human Resource Management Practices Research Articles

AI and Human Collaboration: The Future of HR in the Fourth Industrial Revolution

This study investigates the interplay of Adoption of Advanced HR Technologies, Workforce Management Effectiveness, Employee Engagement and Productivity, and Employee Performance within PT Danareksa (Persero), a prominent state-owned enterprise in Indonesia's financial services sector. Using a quantitative approach and Structural Equation Modeling (SEM) with Smart PLS, data from 80 employees were analyzed to explore the direct and indirect relationships among these variables. The findings reveal significant direct effects of Adoption of Advanced HR Technologies and Workforce Management Effectiveness on Employee Engagement and Productivity, highlighting their role in enhancing employee engagement and productivity levels. Moreover, both Adoption of Advanced HR Technologies and Workforce Management Effectiveness indirectly influence Employee Performance through their impacts on Employee Engagement and Productivity. These results underscore the critical importance of strategic investments in HR technologies and effective workforce management practices in optimizing organizational performance and competitiveness. This research contributes to understanding how HR innovations and management practices can foster a conducive work environment that drives employee performance and organizational success in the financial services industry.

A Literature Review of Human Resource Management in Improving Performance in Health Services

Patient safety is a critical concern in healthcare, and the development and maintenance of patient safety culture are influenced by various human resource factors. This literature review aims to investigate the relationship between human resource factors and safety culture in hospital settings. The study uses a comprehensive literature search using PubMed and Science Direct, focusing on studies conducted from 2020 to 2024 with inclusion criteria based on national journals with an appropriate research scope. The review synthesizes existing research to provide valuable insights into the relationship between human resource factors and patient safety culture within the healthcare environment. The preliminary conceptual framework integrates four main factors: communication, leadership, work procedures, and human factors, providing a comprehensive guide to understanding and improving patient safety culture within the healthcare environment. The review concludes that effective communication, strong and committed leadership, clear work procedures, and the crucial role of human factors are key elements in shaping patient safety culture within the healthcare environment. The findings highlight the interconnectedness of these factors and their collective influence on the safety climate within healthcare organizations. This study contributes to the understanding of how human resource management practices can be utilized to enhance patient safety culture and patient outcomes in hospital environments.

Systematic Review of Human Resource Management Practices and Their Influence on the Success of Distance Education Programs in Mauritius

Study examined HRM Practices and performance/success of distance education program in Mauritius. The review focuses on recruitment, training and development by synthesizing extant research to examine how these HR practices impact educator effectiveness, engagement and retention in online learning environments. The methods used a systematic search of academic databases (e.g., ScienceDirect, Scopus, Springer Link) using well-informed search terms and selection criteria to find appropriate research. The review examines the effectiveness of HR practices in improving educational outcomes, and discusses their relevance for distance education programs. Critical insights indicate that successful recruitment implies proper training followed by robust development, which together can provide the required support to educators, in turn ensuring program success; thus, underpinning HRM as a vital factor in augmenting distance education initiatives.

Human resource management practices and employee retention: Job satisfaction as a mediator in Malaysia’s information technology (IT) industry

This study investigates the impact of human resource management (HRM) practices on employee retention and job satisfaction within Malaysia’s IT industry. The research centered on middle-management executives from the top 10 IT companies in the Greater Klang Valley and Penang. Using a self-administered questionnaire, the study gathered data on demographic characteristics, HRM practices, and employee retention, with the questionnaire design drawing from established literature and validated measuring scales. The study employed the PLS 4.0 method for analyzing structural relationships and tested various hypotheses regarding HRM practices and employee retention. Key findings revealed that work-life balance did not significantly impact employee retention. Conversely, job security positively influenced employee retention. Notably, rewards, recognition, and training and development were found to be insignificant in predicting employee retention. Additionally, the study explored the mediating role of job satisfaction but found it did not mediate the relationship between work-life balance and employee retention nor between job security and employee retention. The research highlighted that HRM practices have diverse effects on employee retention in Malaysia’s IT sector. Acknowledging limitations like sample size and research design, the study suggests the need for further research to deepen understanding in this area.

Examining the impact of green human resource management on green innovative work behavior: A multilevel analysis

AbstractThe significance of green human resource management (GHRM) practices in promoting employees' environmentally friendly behaviors and enhancing environmental performance is well‐documented in current research. However, the impact of GHRM practices at the organizational level on the eco‐conscious behaviors of individual employees remains unexplored. Moreover, scholarly attention to employees' green innovative work behavior (GIWB) has been limited. This study explores the novel concept of GIWB from a strategic human capital (SHC) perspective. Drawing on signaling theory, this study proposes that GHRM practices act as signals emphasizing the importance of environmental sustainability, which may influence GIWB at the individual level. This research aims to assess the effect of various GHRM practices on GIWB and to explore how unit‐level GHRM practices moderate the relationship between an employee's creative personality (CP) and their GIWB, using social exchange theory (SET) as the guiding framework. Data were collected from 163 HR managers and plant supervisors and 815 employees within Taiwan's environmental protection sector and then analyzed using hierarchical linear modeling (HLM) techniques. The findings reveal that specific GHRM practices significantly enhance employees' GIWB. Furthermore, it demonstrates that aggregated GHRM practices moderate the relationship between CP and GIWB. These findings contribute to a deeper understanding of how signals from organizational GHRM practices can foster GIWB among individual employees.

Strategic Human Resource Management: Descriptive Analysis of Psychological Factors and Literature Review

This study aims to examine the impact of psychological factors on Strategic Human Resource Management (SHRM) practices and organizational outcomes. The research employs a comprehensive literature review approach to explore the theoretical underpinnings of employee motivation, engagement, and commitment within the context of SHRM. The analysis focuses on key psychological theories, including expectancy theory, social exchange theory, and self-determination theory, to elucidate the motivational dynamics underlying employee behavior and performance outcomes. Moreover, the study investigates the role of leadership effectiveness in influencing employee motivation, engagement, and organizational commitment. Through the integration of diverse perspectives, the research offers insights into how organizations can align HR practices with employees' psychological needs to enhance organizational effectiveness and achieve sustainable growth. The findings highlight the significance of fostering transformational leadership behaviors, creating a supportive work environment, and promoting organizational commitment to drive high performance and employee well-being. This study contributes to the advancement of HRM scholarship by providing a theoretical framework for understanding and managing human capital effectively.

دور الإدارة الحديثة وخبرة المديرين في تحسين إدارة المنظمات الحكومية: بالتطبيق على وزاره التربية والتعليم في الطائف

This study aims to explore the role of modern management and managerial experience in improving the management of governmental organizations, focusing on the Ministry of Education in Taif. The study adopted a descriptive approach and was applied to a random sample of 52 employees and managers in the Ministry of Education in Taif, using a questionnaire consisting of 4 personal questions and 12 main questions. The study found that employees recognize the importance of applying modern management principles to improve organizational performance. There is significant interest in employing technology and digitalization and adopting sustainability and social responsibility principles. The results also indicated the need to develop human resource management practices, apply total quality management principles, and enhance flexibility and innovation. Employees confirmed the importance of managerial experience in improving organizational performance, as managerial experience is a crucial factor in facing challenges, building strong relationships, creating a motivating work environment, and making effective decisions. The study also showed a generational difference in understanding the importance of modern management, while there was no significant difference in appreciating the importance of managerial experience and evaluating the success of organizational management. The study recommended enhancing the work environment by applying modern management principles, improving support for employees' professional and personal development, increasing recognition and appreciation of their efforts, organizing more activities and events to enhance interaction, improving communication channels, and providing incentives for employees contributing with innovative ideas.

Voices from within: Employee Perspectives in the Leading Insurance Company in Cagayan de Oro City

Since human people are an organization's most treasured asset, it is pivotal to learn how they can contribute to the organization efficiently, effectively and productively. This has been a tremendous challenge on the HR manager to evaluate actions and procedures that will progress the organization's efficacy. The aim of this qualitative study is to offer a wide-ranging notion of how human resource managers can enhance procedures to advance organizational performance in the leading insurance firm in Cagayan de Oro City. The study used a qualitative research design, concentrated on the transcendental phenomenological design of Husserl. Transcendental phenomenology (TPh), is a philosophical method to qualitative research design that pursues to comprehend human experience, it was established with noteworthy input from Husserl (Moustakas, 1994). Transcendental phenomenology is grounded on the principle that all previous assumptions (epoche) must be set away in order to see incidences through clear manifestations. By having this, it permits the factual implication of the phenomena to appear naturally alongside and within their exceptionality (Moustakas, 1994). Fifteen (15) individual participants from the insurance industry were involved in the study. In addition, semi-structured interview was created and conducted for triangulation purposes. After collecting relevant data from participant answers, a Thematic Approach was utilized to commence data analysis using Husserl's Phenomenological research design. The results showed that the factors influence the adoption of Strategic Human Resource Management Practices were competitive pressure, leadership and management and financial capability of the organization. Moreover, the participants indicated that the type of commitment that they have in their organization were continuance commitment, affective commitment and normative commitment. Furthermore, the participants gave answer on the influence of effective Strategic Human Resource Management practices in their organization which were employee involvement, employee retention and better organizational performance.

Machine Learning (ML) Modeling, IoT, and Optimizing Organizational Operations through Integrated Strategies: The Role of Technology and Human Resource Management

In the dynamic contemporary business environment, the efficient optimization of organizational operations is crucial for companies to maintain competitiveness and secure enduring success. To achieve this goal, organizations can leverage a range of elements including human resource management, the Internet of Things (IoT), technology, time management, employee training, development, and customer relationship management. Enhancing operations through these factors offers numerous benefits such as increased productivity, cost efficiency, better decision-making, work–life balance, heightened satisfaction among employees and customers, boosted revenue, improved competitiveness, and sustained success. This research employed a blended research methodology, encompassing quantitative surveys and qualitative interviews, to explore the effective application of these elements in optimizing organizational operations. Additionally, an artificial neural network (ANN) model was utilized to deepen the understanding of the relationships between key parameters and their impacts on organizational outcomes like productivity, efficiency, and competitiveness. The results indicated that technology had the most significant impact at 76.28%, underscoring the substantial influence of new technologies on organizational performance. Moreover, factors like human resource management, employee training and development, and customer relationship management also played significant roles in optimizing operations. The study identified various challenges to implementation, such as resistance to change among employees, lack of technical expertise, integration issues with legacy systems, and incomplete data, along with best practices to overcome these hurdles including regular performance evaluations, robust security measures, and personalized customer experiences. By adopting a holistic approach that integrates internal and external factors, this study offers valuable insights for organizations seeking to improve their operations, enhance productivity, and achieve their goals more efficiently. The findings emphasize the importance of a multifaceted strategy that harnesses technological advancements and efficient human resource management practices to propel organizational success in today’s fast-paced business landscape. Further research on the intricate interactions between these factors can provide additional guidance for organizations striving to enhance their performance and secure long-term competitive advantages.

Home-office implementation: challenges and changes in people management

PurposeThis paper investigates how organisations responded to the home office imposition during the recent global health crisis and its impacts on people management, detailing the organisational factors crucial for effective home-office implementation.Design/methodology/approachWe used an exploratory design based on a multiple case study with four companies from two contrasting sectors (manufacturing and information technology (IT)). We interviewed a total of 12 managers, including one HR manager (HRms) and two team managers from each company. We also conducted an online questionnaire with open questions, reaching out to 128 home-office workers from the four participating companies. This diverse group consisted of 67 workers from the IT sector and 61 workers from the manufacturing sector. To ensure a comprehensive analysis, we opted for a qualitative approach to examine the data.FindingsFindings enabled detail of the organisational factor of the Belzunegui-Eraso and Erro-Garcés (2020) extended Baruch and Nicholson’s (1997) model into people management issues: organisational culture, team management and human resources management (HRM) practices, as well as the technological support. The results also revealed that people management benefits from the successful home-office implementation, which boosted the digitalisation of human resources (HR) processes.Originality/valueConsidering the lessons learned from the home-office imposition, this research provides original insights into the field by exploring the roles of supervisors and HR managers, in non-health organisations, with different previous remote work experiences, in a recent global disruptive moment, based on a rich qualitative approach. The paper offers concrete guidelines for companies that intend to implement remote work management programs and contributes to deepen the knowledge of home-office experience, offering a model focusing on managers’ roles (HRms and TMs) and HRM practices.

Human Resource Management Practices and Academics’ Performance

The aim of this study was to investigate the effect of human resource management practices on the job satisfaction of academics in higher education institutions. Furthermore, there were 129 academics from several higher education institutions in West Java involved as participants in this study. The research instrument consisted of 30 items to assess human resource management practices and three items to assess job satisfaction. Additionally, SPSS 29.0 was used for data analysis. Based on the results of this study, there was a significant and positive association between job satisfaction and human resource management practices, including recruitment, selection, training and development, performance appraisal, rewards, recognition, and promotion prospects. The findings and statistical analysis of this study highlighted the effect of human resource management practices on the job satisfaction of academics in higher education institutions. In addition, it was expected that the novelty of this study would provide a significant contribution to human resource management practices and the current situation of job satisfaction in Indonesian higher education institutions, particularly in the public sector.

Exploring the Green Human Resource Management (GHRM) Practices of Public Higher Education Institutions (HEIs) Towards the Development of Green Social Responsibility Program Model

This study explores the practices of green human resource management (GHRM) and its relationships to environmental management systems (EMS) towards the development of green social responsibility program model. The study also looked at the impact and commitment to social responsibility programs and human resource management practices of selected HEIs in the provinces of MIMAROPA Region 4-B. The ability, motivation, and opportunity (A-M-O) theory was used to explain how the factors in this study related to one another and to enhance employees’ abilities and efforts by fostering a collaborative work environment . Alternately, to consider statistical treatment of data, through analysis of variations (ANOVA), and to determine the correlation between green HRM practices and the perceived level of environmental management systems’ performance of the Romblon State University (RSU), Palawan State University (PSU), and Mindoro State University (Min SU) as higher education institutions (HEIs) in MIMAROPA Region IV-B, Pearson’s product-moment correlation (Pearson’s r) was used to identify which among the green HRM practices that predicted the environmental management performance of these selected universities that significantly correlated the relationship between Green Human Resource Management and environmental Management Practices, with p value of less than 0.05, and it is interpreted that the correlation between the two variables is significant at 0.01 level (2-tailed). It means that GHRM affects the EMS through the full mediation of HEIs environmental knowledge, thus strengthening and validating the finding of a theoretical implication in terms of ability, motivation and opportunity (A-M-O)theory.

Linking HRM with Sustainability Performance Through Sustainability Practices: Unlocking the Black Box

AbstractIn response to the triple‐bottom‐line sustainability challenges facing today's world, organizations are increasingly incorporating sustainability principles into their strategies; however, this is challenging for small and medium‐sized enterprises (SMEs) with limited resources. While sustainable human resource management (HRM) has recently gained scholarly prominence, the impact of sustainable HRM practices on an organization's sustainability performance remains under‐explored. Anchored on signalling theory, we address this gap by examining the impact of sustainable HRM on an organization's sustainability performance. Drawing upon survey data collected from 254 employees across SMEs in Vietnam, we found that sustainable HRM practices and managerial competency positively impact sustainability practices, which in turn predict sustainability performance, while sustainability practices mediate these relationships. Employee sustainability participation and long‐term orientation strengthen the relationship between sustainability practices and sustainability performance. Further, co‐worker sustainability support moderates the relationship between sustainable HRM practices and managerial competency and sustainability practices. We discuss the contributions to theory and practice and provide future research directions.

Advancing human resources management practices in educational institutions: Enhancing teacher retention and student outcomes using AI

Advancing human resources management practices in educational institutions: Enhancing teacher retention and student outcomes using AI

Forming an Effective Organizational Culture For Human Resource Empowerment

Objective: The primary objective of this qualitative study is to investigate the implementation of human resource empowerment management at the Personnel Department of Lanud Sultan Hasanuddin Air Base. The research aims to explore the culture that supports HR empowerment, focusing on the strategic development of Department competencies and the comprehensive approach at Sultan Hasanuddin Air. Theoretical Framework: This study is grounded in theories related to human resource management, organizational culture, and leadership. It examines the role of an organization's vision, mission, and core values in integrating HR management practices for optimal performance and innovation. The theoretical framework will also explore concepts of teamwork, transparency, open communication, competency development, and performance monitoring in the context of HR empowerment. Method: The research employs a qualitative methodology, utilizing in-depth interviews with the Head of Personnel and the Head of Personnel Data Subdivision at the Sultan Hasanuddin Air Base. Direct observations are also conducted to gather comprehensive data. This methodological approach allows for an in-depth understanding of the implementation of HR empowerment management within the organization. Results and Discussion: Findings from the study reveal that a clear vision and strong leadership are essential in motivating staff and achieving high performance. The importance of fostering an organizational culture that supports teamwork, transparency, and open communication is also highlighted. Moreover, the research identifies systematic competency development and performance monitoring as key factors in HR empowerment. The discussion further delves into how these elements contribute to the effective management and empowerment of human resources in a military setting. Research Implications: The study underscores the necessity of ensuring fairness and equality in HR management practices. It offers practical recommendations for the implementation of effective HR empowerment practices within the military context. These implications are significant for HR practitioners, policymakers, and leaders in military organizations seeking to enhance their HR management strategies. Originality/Value: This research contributes to the existing literature on HR empowerment by providing a unique insight into the military setting of the Lanud Sultan Hasanuddin Air Base. It adds value by offering a detailed examination of how an organizational culture that supports HR empowerment can lead to improved performance and innovation within a military context.

Impact of Green Work–Life Balance and Green Human Resource Management Practices on Corporate Sustainability Performance and Employee Retention: Mediation of Green Innovation and Organisational Culture

Impact of Green Work–Life Balance and Green Human Resource Management Practices on Corporate Sustainability Performance and Employee Retention: Mediation of Green Innovation and Organisational Culture

An examination of the use of standard operating procedures on family operated farms

Standard operating procedures (SOPs) can improve farm work organization by ensuring processes are standardized among the different people completing the same task. In this study, we examined the use of SOPs on family operated farms and determined the influence of the number of people working on farm on SOP use. A survey of 315 Irish dairy farms was completed examining the human resource and workload management practices; this study used a subset of questions from that survey. Of the 315 farms surveyed, average herd size was 125 cows and there was 1 other person working with the farmer (range 0 to 5 people). Categorizing farms based on the number of people working on farm, 35% of the farms were owner-operators, 37% had 1 other worker and 28% had 2 or more workers. Overall, 31.3% (n = 98) of all farms surveyed had written SOPs while 68.7% (n = 217) had no written SOPs. Interest in ready-made SOPs among farmers was high (77%). Farms without SOPs found it significantly more difficult to write down work processes and lacked time to create SOPs compared with farms with SOPs. Standard operating procedures most frequently existed for milking (89%), management of fresh cows (35%) and reproduction (29%). Respondents indicated that consistency in work completion was the greatest benefit of having SOPs (39.8%; n = 39), followed by increase in efficiency (17.3%; n = 17) and health and safety (12.2; n = 12). Forty 3 percent of farms with more 3 or more people had significantly more written SOPs present compared with 25% of owner-operator farms and 27% farms with 2 people. This research provides a greater understanding of the use of SOPs on family operated dairy farms, highlighting that the presence of SOPs increases as the number of workers on farm increases.

Sustainable Human Resource Management Practices: Scale Development and Validation

Sustainable Human Resource Management Practices: Scale Development and Validation

Linking digital leadership and employee digital performance in SMEs in China: The chain-mediating role of high-involvement human resource management practice and employee dynamic capability

BackgroundIn the digital era, the role of digital leadership is becoming increasingly prominent. However, the exploration of the alignment between digital leadership and high-involvement human resource management practices (HI-HRMPs) in influencing employee-based resources remains an overlooked research area among current scholars. ObjectiveThis study aims to analyze the influence of these elements on the digital performance of employees. Based on the Resource-Based View (RBV) and Dynamic Capability Theory (DCT), this research focuses on Chinese Small and Medium Enterprises (SMEs) and employs purposive sampling to select four representative regions in China (Shanghai, Guangzhou, Guizhou, and Anhui). The survey targeted employees within SMEs and was conducted using questionnaire surveys. Structural equation modeling (AMOS) is utilized for analysis. ResultsThe findings indicate that: (1) digital leadership cannot directly influence employee digital performance and employee dynamic capability but can directly influence HI-HRMP; (2) HI-HRMP mediate the influence of digital leadership on employee digital performance, but employee dynamic capability cannot mediate the influence of digital leadership on employee digital performance; (3) HI-HRMP and employee dynamic capability play a chain mediating role between digital leadership and employee digital performance. ConclusionIn the digital market, digital leadership improves employee digital performance by boosting HI-HRMP and enhancing employee dynamic capabilities. The findings support studies on practical applications and link between digital leadership and employee digital performance. The uniqueness of this study lies in applying HI-HRMP and employee dynamic capabilities as chain mediating variables in the digital market. This approach extends the application of HRMPs and dynamic capability theory, providing theoretical guidance and decision support for the digital operations of SMEs.

Modeling the enablers of implementing green HRM practices: An ISM‐MICMAC approach

AbstractThe goal of this study is to identify the set of enablers that influence the implementation of green human resource management (GHRM) practices in the organization and understand mutual relationships among these enablers. The research used interpretive structural modeling (ISM), a method based on expert opinions. We recorded the opinions of experienced academicians and human resources professionals with the aim of drawing conclusions. The driving and dependent power of these factors has also been investigated using Matrice d'impacts croises multiplication applique a classement (MICMAC) analysis. This research work reveals that the primary enabler of GHRM is green government policy, specifically environmental policies, with green leadership, top management support, and green health and safety following closely behind. Green recruitment and selection, green organization culture, green brand image, and green training and development have all reached the third level of the hierarchy. The findings could aid in gaining a comprehensive understanding of these essential enablers, their contextual factors, and the cause‐and‐effect relationships involved in implementing GHRM practices in any given organization. While designing the GHRM implementation strategy, organizations should place emphasis on all the enablers to improve organizational performance.