Human Resource Practices Research Articles

Human resource strategies for resilient supply chains in logistics and transportation: A critical review

This study systematically reviews and analyzes the literature on Human Resource Management (HRM) strategies for enhancing supply chain resilience in the logistics and transportation sector, identifying the pivotal role HRM plays in fortifying supply chains against disruptions. Utilizing a systematic literature review and content analysis, this research examines articles from peer-reviewed journals, focusing on publications from 2004 onwards to capture contemporary HRM practices and their impact on supply chain resilience. The methodology involves a detailed search strategy across multiple databases, employing specific inclusion and exclusion criteria to ensure the relevance and quality of the literature reviewed. Key findings reveal that workforce agility, technological integration in HRM practices, leadership development, and the cultivation of a resilient organizational culture are essential components of effective HRM strategies in this context. These elements collectively contribute to the resilience of supply chains, enabling organizations to maintain operational continuity during disruptions. Based on these insights, the study proposes strategic recommendations for industry leaders and policymakers, emphasizing the importance of investing in employee development, adopting technology-enhanced HRM practices, and fostering ethical and sustainable HR practices to support supply chain resilience. Concluding, the study highlights the need for further research, particularly empirical studies that examine the direct impact of HR strategies on supply chain performance. This research underscores the critical role of strategic HRM in enhancing supply chain resilience, offering a roadmap for future efforts in the logistics and transportation sector.

Smart HRM 4.0: dynamic capabilities, human resources and organizational performance

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsFive themes are identified from the data analysis - Smart HRM 4.0 practices, HRM dynamic capabilities using Smart HRM 4.0 (build, integrate and reconfigure capabilities), stickiness to traditional HR practices, HR performance and organizational performance. Dynamic capabilities contribute to HR and organizational performance.Originality/valueThe briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Psychological Antecedents to Emergence of Team Autonomy in Agile Scrum Teams

Agile project management methods are gaining in popularity in the software industry as software development teams are being asked to be adaptive to market needs and resilient to change and uncertainty. With increasing market uncertainty, global competition, and time-to-market pressure, it is becoming a challenge to develop an innovative product and deliver it on-time without the opportunity that comes from team autonomy to experiment and learn from failures. The purpose of this research study was to study the influence of key psychological factors on emergence of Agile team autonomy that leads to Agile project success in software organizations. Using an online survey instrument, the study sampled 137 software professionals from US software companies with experience in the Agile Scrum role of Team Member. The relationship between the human psychology factors pertaining to leadership style, organization structure, human resource practices, customer engagement and Agile team autonomy is explained through multiple linear regression. One-way ANOVA and Pearson’s correlation coefficient were used to demonstrate the existence (or nonexistence) of relationships between variables. Finally, an empirical model relating the human psychology factor variables and the dependent variable of Agile team autonomy was constructed for the population.

Driving Performance: Unravelling the Power of Strategic HRM in Innovativeness and Risk-Taking

In today's dynamic business environment, understanding the intricate interplay between strategic human resource management (SHRM), innovativeness, risk-taking, and organizational performance is paramount for organizational success. This study delves into this nexus within the Iraqi telecommunications sector, utilizing a sample of 120 employees and employing Structural Equation Modelling (SEM) with Partial Least Squares (PLS) to verify the structural model. The findings underscore the pivotal role of SHRM as a mediator in shaping organizational outcomes. While strategic human resource management demonstrates a significant and positive impact on both risk-taking and organizational performance, its influence on innovativeness is found to be non-significant. These insights shed light on the nuanced dynamics within organizational contexts, emphasizing the multifaceted nature of SHRM's impact. Practical implications derived from our results offer actionable insights for industry practitioners, highlighting the strategic importance of aligning human resource practices with organizational objectives. By fostering a culture conducive to risk-taking and leveraging SHRM practices to enhance organizational performance, telecommunications firms in Iraq can navigate challenges and capitalize on opportunities in today's competitive landscape.

A STUDY ON RECOGNIZING HOW EMPLOYEES VIEW HUMAN RESOURCE PRACTICES AT JMR APPARELS COMPANY

This research study aims to investigate how employees perceive human resource (HR) practices. Understanding employees' perspectives on HR practices is crucial for fostering a conducive work environment, enhancing employee satisfaction, and ultimately improving organizational performance. The study will explore various dimensions of HR practices, including communication effectiveness, fairness and equity, support for work-life balance, opportunities for development, and employee engagement and recognition. Utilizing a mixed-method approach, quantitative surveys and qualitative interviews will be conducted to gather comprehensive insights into employees' views. By recognizing and addressing employees' perceptions, the organization can create a workplace culture that promotes employee engagement, satisfaction, and organizational success.

EMPLOYEE PERCEPTION ABOUT ORGANIZATIONAL HR PRACTICES AND ITS CULTURE

A study on employee perception about organizational HR practices and culture at IWL India Private Limited. This study explores employee perceptions of organizational HR practices and culture and their impact on employee satisfaction and engagement. The research aims to understand how employees perceive various HR practices, such as recruitment, training, performance management, and compensation, and how these practices influence their perceptions of the organization's culture. The study also examines the relationship between employee perceptions of HR practices and their job satisfaction, organizational commitment, and intention to stay with the organization. The research adopts a descriptive research design to analyze the perspectives of 200 employees through a survey questionnaire. Using SPSS 16 for data analysis, quantitative research methodology is used. The questionnaire assesses the overall HR practices and culture. The transparency, flexibility, monetary rewards and remuneration, HR practices and culture which makes task easier and comfortable, and employee’s opinions and ideas in the study. The findings aim to provide insights into how employees perceive these practices and their impact on organizational culture. This study contributes to the existing literature by offering a comprehensive analysis of employee perceptions, which can guide organizations in improving their HR practices and fostering a positive organizational culture. Key Words: HR practices, organisational culture

MANPOWER PLANNING AND PRACTICES

This research paper explores manpower planning as one of the most crucial human resource practices. The purpose of the study is to examine the manpower planning and practices in the selected private sector. Key variables including key factors influencing employee work performance, strategic workforce planning challenges, attracting and retaining talent, enhancing manpower planning: managerial suggestion. The total population is 200 and the sample size is 180. The tools used for Non-Parametric U–test, H–test, Run test, and Spearman Rank Correlation. Through a combination of qualitative and quantitative research methods, including surveys, interviews, and data analysis, this research aims to suggest strategies to enhance collaboration, communication, and teamwork to maximize the positive impact of colleague support on work performance.

The Dominance of Human Resource Management Practices Over the Financial Performance in Malaysian Companies

The intense and continues changes in working environment lead the companies in Malaysia to gain and conquer the competitive advantages in order to compete well with other competitors in the market and with effective utilization of Human Resource Management in the aspect of its practices, companies will able to gain the advantages not only in terms of human capital, as well as increase in performance in general including the financial performance. The ignorance on the domain hold by the Human Resource Management had shown that companies tend to neglect the essential of human resource practices and focus on the continuity of business affair especially after the pandemic strikes. Thus, this paper is to gain the put the Human Resource Management practices under the spotlight its deserved through the scope of financial performance. This study applying the literature review technique on the secondary resources that are relevant to human resource practices and financial performance aspect. Therefore, through this paper the corporate sectors in Malaysia can be alert on the influence of human resource practices had in order to steer company upon the desirable outcome such as profitable return and boost in term of financial performance.

Impact of green purchasing and green human resource management on business performance

This research examines the impact of green human resource management and green purchasing on business efficiency in Pakistani manufacturing organizations. Data from 200 respondents from the manufacturing sector was gathered using the quantitative research method. Green human resource management and green buying were evaluated using three independent criteria. The main role of this research is that it is possible to observe a positive impact of independent variables on organization performance using the random sampling technique, especially in Pakistan manufacturing industries. This research can help managers and practitioners in a variety of ways. The findings could persuade management and practitioners to implement green human resource management (GHRM) and green purchasing (GP) in their organizations. Furthermore, companies can use both GHRM and GP to fulfil sustainability goals. Furthermore, the data implies that the GHRM-GP connection lowers blood pressure. This conclusion suggests that managers can align green purchasing strategies and practices with human resource strategies and practices to improve operational efficiency and reduce regulatory and compliance fines. Managers are encouraged to implement GHRM and GP simultaneously to achieve simultaneous improvement.

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

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

Impact of HR Practices on Innovative Work Behaviour: The Mediating Role of Organizational Support, Knowledge-sharing and Employee Creativity

Impact of HR Practices on Innovative Work Behaviour: The Mediating Role of Organizational Support, Knowledge-sharing and Employee Creativity

Utilizing machine learning to predict employee turnover in high-stress sectors

This study investigates the application of machine learning techniques to predict employee turnover in high-stress sectors. The primary objective is to enhance retention strategies by accurately identifying potential turnover risks. The research utilizes a comprehensive dataset comprising various factors, including employee demographics, job satisfaction, performance metrics, and stress levels. Multiple machine learning algorithms, such as logistic regression, decision trees, random forests, and neural networks, are employed to build predictive models. The methodology involves data preprocessing, feature selection, model training, and evaluation. Cross-validation and hyper parameter tuning are performed to ensure the robustness and accuracy of the models. The performance of each algorithm is assessed using metrics such as accuracy, precision, recall, and the area under the receiver operating characteristic curve (AUC-ROC). Key findings reveal that machine learning models can effectively predict employee turnover, with random forests and neural networks demonstrating superior performance. Significant predictors of turnover include job satisfaction, stress levels, and performance ratings. The study concludes that integrating machine learning models into human resource practices can provide valuable insights for preemptive interventions, ultimately reducing turnover rates in high-stress environments. Future research should explore the integration of real-time data and the potential of deep learning techniques to further enhance predictive accuracy. Additionally, the ethical implications of using predictive models in HR decisions warrant careful consideration to ensure fairness and transparency. Keywords: Machine Learning (ML), Employee Turnover, Predictive Analytics, Human Resources (HR), High-Stress Sectors, Decision Trees, Random Forests, Extreme Gradient Boosting (XGBoost), Personalized Retention Strategies, Business Intelligence (BI) Tools, Data Quality, Ethical Considerations, Data Privacy, Natural Language Processing (NLP), Deep Learning, Real-time Data Analysis, Employee Engagement, Work-Life Balance, Organizational Performance, Data-Driven Insights.

Are the most attractive companies to work for more socially sustainable? The case of Spain

PurposeThe best workplaces have been left out from the literature of social sustainability. These companies may cause a significant impact on society given their excellent human resources practices and the employer brand reputation derived from them. This study aims to fill this gap by analysing the social sustainability for the best organisations to work for in Spain.Design/methodology/approachUsing data from an annual ranking for the best workplaces in Spain during 2013–2021, it is proposed to analyse critical social sustainability indicators, comparing organisations within and outside the ranking. Therefore, the authors ask whether companies from the ranking have greater female presence in CEO positions, generate more employment, pay higher salaries and contribute more to the public sector. Methodology comprehends descriptive, exploratory and inference techniques.FindingsAlthough companies within the ranking achieve a higher score on it when the CEO is female, it does not translate into a greater female CEO presence with respect to companies outside the ranking. On the other hand, best workplaces achieve higher employment rates and pay higher salaries, almost all the time. Also, these excellent companies to work for generate more contributions to the public sector.Originality/valueThis research covers the relation between best human resources practices and social sustainability development, because the former is a great opportunity for pursuing the innovative and long-term policies necessary for the latter. Therefore, findings are valuable for managers and policymakers.

The curvilinear relationships between perceived development human resource practices and both affective commitment and work stress: the moderating effects of age

PurposeThis paper aims to reveal the curvilinear relationships between perceived development human resource practices (DHRPs) and both affective commitment and work stress, and the moderating effects of age on the curvilinear relationships.Design/methodology/approachHypotheses were developed from an employee-oriented contingent view based on the person-job fit theory and lifespan development theories. Methods suggested by Haans et al. (2016) and Dawson (2014) to test curvilinear relationships and related moderations, and a two-wave survey data from 742 Chinese employees were used.FindingsThe results showed that perceived DHRPs related to affective commitment in an inverted U shape and work stress in a U shape. However, age moderated the nature of the relationships such that both the curvilinear relationships only existed under low age while under high age perceived DHRPs related to affective commitment positively and work stress negatively.Originality/valueThis study advances the prevailing linear (positive or negative) thinking on the DHRPs–outcomes relationships by showing that perceived DHRPs relate to both affective commitment and work stress nonlinearly. Moreover, different from existing findings that age moderates the strength of the linear DHRPs–outcomes relationships, the results indicate that age moderates the nature of the relationships between perceived DHRPs and affective commitment and work stress. This implies a refined age-differential approach to use DHRPs to sustain a committed and healthy workforce in the context of workforce aging.

Best Practices for Improve Employee Retention

The company is dealing with a challenging issue related to staff retention. The best strategies for raising employee retention in a company were the main topic of this study. Your best asset of the organization is Workforce. Managers need to realize that employee satisfaction has to be negotiated or there will be no people around with whose labour the salaries can be paid. Ascertain the reasons behind staff attrition and implement strategies to mitigate them. The purpose of this study is to illustrate the significance of employee retention in the contemporary workplace, the ramifications that arise when businesses fail to acknowledge this need and do not take immediate action to address it, what those consequences would be, and how they would impact company and the sector. Employee dissatisfaction is a serious problem that raises the likelihood of employment shift in the service industry. It is advisable to take the viewpoint of the employees into account, even if companies are investing a significant amount of money in HR practices to lower turnover. The purpose of the study is to define particular goals: In order to comprehend the relationship between employers and employees, the study model includes independent components such as job security, quick promotions, travel allowances, and incentives for reaching targets. The research design used in the study was descriptive. 88 employees were included in the project’s sample size. Questionnaires were used to gather data. Following the collection of questionnaire responses, the data was analyzed and converted into Excel tables and pie charts. After that, the data was analyzed to determine how recognition encourages participation, creativity and originality, consistency in performance, and communication. Employee retention will be significantly increased by organizational dedication, a positive work environment, and a disciplined approach that includes rewards and recognition for targets met. SPSS was used to present the data. Ultimately, conclusions were drawn from the analysis.

Having fun and thriving: The impact of fun human resource practices on employees' autonomous motivation and thriving at work

AbstractResearch interest in thriving at work has burgeoned over the past decades, but little is known about how human resource (HR) practices affect employees' thriving at work. Drawing upon self‐determination theory and person‐organization fit theory, we developed and tested a moderated mediation model to explain how fun HR practices influence employees' thriving at work. The results of two studies, a scenario experiment (N = 164) and a time‐lagged survey (N = 253), supported our hypotheses. Specifically, the findings revealed that fun HR practices relates positively to employees' thriving at work. Autonomous motivation partially mediates the abovementioned relationship. Furthermore, fun HR practices translate into higher autonomous motivation and subsequent thriving at work for employees with higher preference for workplace fun. Our research contributes to the existing literature by identifying fun HR practices as an antecedent of thriving at work and revealing the psychological mechanisms through which fun HR practices affect employees' thriving at work. The practical implications, limitations, and future research avenues are also discussed.

A review of talent management and human resource practices in the context of small and medium enterprises

In the dynamic environment of small and medium-sized enterprises (SMEs), the expertise of Talent Management (TM) and Human Resource (HR) practices is important. These include a comprehensive approach for identifying, nurturing and retaining qualified workers, which define the core structure of SMEs' organizational strength. It represent an inclusive strategy to workforce development, including recruiting, upskilling, performance optimization, and developing a working culture that is well matched to the unique subtleties and challenges that SMEs encounter. This review provides a comprehensive examination of TM and HR management (HRM) methods in the context of SMEs. It starts by stressing the significance and specifics of SMEs, emphasizing their critical role in fostering growth as well as the unique obstacles they confront as a result of resource restrictions and enterprising dynamics. The importance of TM in SMEs is highlighted its crucial role in generating organizational success and innovation. Despite the inherent difficulties of TM in SMEs, such as limited resources and talent acquisition hurdles, there are exciting opportunities for advancement. Innovations in technology, strategic collaborations and talent development programs provide opportunities for SMEs to improve their competitiveness and sustainability. By addressing these significant difficulties, this summary gives a complete review of TM and HRM practices in SMEs, emphasizing the need for specialized solutions to assist SMEs with managing the complexity of recruitment and achieving sustainable success.

Exploring representations of human resource management as moral dirty work: A film study

AbstractIt has been claimed that the HR “profession” suffers from a chronic shortage of social legitimacy. In this article, we advance the idea that HR is also to some extent subject to public stigmatization for being immoral. In other words, we maintain that certain aspects of contemporary HR work can be conceptualized as morally dirty work. We provide empirical support for this contention by analyzing a set of 28 films portraying HR practitioners at work. The research results comprise both task‐related and method‐related filmic representations of HR work as immoral, thus furnishing a comprehensive and nuanced picture of the moral issues that can affect the HR profession. Furthermore, the results show that some of the HR characters analyzed—typically those who hold a role as (co‐)protagonists in the story—realize the immorality affecting their work and decide to distance themselves from it by either exiting the role, trying to reform it, or openly raising resistance against their employer. These research results suggest the need to integrate dirty work scholarship into study of the HR profession, while they provide important indications in terms of future HR research, practice and education.

Digital HR Sustainability Model in Indonesian MSMEs and Employee Performance: Compensation, Leadership and Employee Retention

This study looks into the connection between worker performance in Indonesian Micro, Small, and Medium-Sized Enterprises (MSMEs) and the Digital HR Sustainability Model (DHSM). The study uses partial least squares (PLS) path modeling to examine the direct and mediated impacts of employee retention, leadership, and compensation on the link between the DHSM and employee performance. It draws on a sample of 241 HR managers and senior management staff. The findings show that there is a strong positive correlation between employee performance and the DHSM and that this correlation is mediated by leadership, remuneration, and employee retention. The results highlight how crucial it is to adopt employee-centric and sustainable digital HR practices to improve organizational performance. By offering empirical proof of the mechanisms by which digital HR initiatives affect employee performance in the context of Indonesian MSMEs, the study adds to the body of current knowledge.

Strength of Audit Firms’ Human Resource Systems and Client-Level Audit Outcomes: Evidence from a Multiple Source Study

SYNOPSIS We examine whether differences in HR systems among audit firms can affect client-level audit outcomes. Based on the audit quality framework of Knechel, Krishnan, Pevzner, Shefchik, and Velury (2013b) and the strategic HRM literature, we posit that audit firms with stronger HR systems are likely to deliver more desired audit outcomes, ceteris paribus. Building on systems theory, we outline and capture a wholistic picture of the audit firm HR system as consisting of three dimensions: competency-, motivation-, and opportunity-enhancing practices. We draw on two distinct data sources for our analyses: a survey allowing us to tap into the HR systems of large audit firms servicing PIE clients in The Netherlands and corresponding client-level archival data to measure audit outcomes. Our results suggest that HR systems are an internal context factor affecting client-level audit outcomes. Supplemental analyses indicate that competency- and opportunity-enhancing HR practices are associated with more desirable audit outcomes. Data Availability: Part of the data are available from the sources cited in text. JEL Classifications: M42; O15.