Human Resource Practices Research Articles

GREEN HUMAN RESOURCE MANAGEMENT PRACTICES: EVIDENCE FROM PRIMARY DATA ANALYSIS

This study investigates Green Human Resource Management (GHRM) practices within the food and beverages sector in Nigeria, focusing on how these practices contribute to the sustainability of these companies. A census approach was adopted, encompassing the entire population of 325 staff members from the sector. Data was collected using a validated and reliable questionnaire, with a Cronbach Alpha coefficient of 0.798. The analysis, conducted using SPSS Version 25, revealed key insights into GHRM practices. Results indicated that green recruitment is well-integrated into the companies, with 87.1 of respondents confirming the inclusion of green job descriptions, and 81.6 agreeing that employees are recruited based on their environmental awareness. Green training is also emphasized, with 87.1 of respondents agreeing that their companies conduct training on environmental management, and 81.6 confirming job rotation to develop green managers. Green rewards are prevalent, with 85.3 agreeing that employees receive bonuses for environmental achievements. Additionally, 87.1 of respondents agreed that green performance appraisal systems are in place, incorporating green performance indicators. Lastly, 87 of employees felt involved in green initiatives, highlighting active communication and engagement in environmental policies. The findings suggest that GHRM practices significantly enhance the sustainability of food and beverages companies in Nigeria. The widespread adoption of green recruitment, training, rewards, performance appraisal, and employee involvement underscores the importance of aligning HR practices with environmental goals for improved sustainability and business performance.

Unlocking Potential: Exploring the Advantages and Challenges of E-Recruitment in Modern HR Practices- A Review

Unlocking Potential: Exploring the Advantages and Challenges of E-Recruitment in Modern HR Practices- A Review

Octopus HRD: Multidiciplinary Approach to Higher Education Human Resources Development

This study examines human resource development techniques at Raden Rahmat Islamic University in Malang, Indonesia, using a multidisciplinary approach that integrates systems theory, economics, psychology, organizational development, anthropology, sociology, and communication. Employing a qualitative, exploratory descriptive design, data was collected through structured interviews, field observations, and supporting documentation analysis. Informants were selected through purposive and snowball sampling methods, and data was analyzed using an interactive approach, involving data collection, reduction, presentation, and conclusion drawing. Triangulation ensured research validity and reliability. The findings reveal that the university adopts a holistic human resource development strategy, combining various disciplines to enhance employee skills and performance. This approach not only helps the institution achieve its performance goals but also contributes to advancements in human resource development theory and practice

Why Is Generation Z Motivated at Work? A Qualitative Exploration

ABSTRACTThis article aims to identify and explain the factors leading to work motivation among the Generation Z workforce, using the self‐determination theory (SDT) of motivation as a lens. The study involved 317 respondents and utilized open‐ended questions to gather textual responses through a survey. The responses were analyzed using NVIVO 14. Seven broad themes explained this cohort's work motivation: nature of work, job, support, future opportunities, references, experience, and career. The two most autonomous forms of motivation—intrinsic motivation and identified regulation—significantly explain worker motivation. Theoretically, the study's findings advance the SDT of motivation by applying its principles to an emerging workforce. Additionally, these findings enhance our comprehension of Generation Z workers’ motivation across various industries. From a managerial perspective, the results may inform the development of targeted human resource practices aimed at motivating Generation Z employees within organizations.

Advancing SDGs and performance management strategies for security personnel in higher education

Orientation: Performance management aligns individual and organisational goals, enhancing employee motivation, sustaining organisational success.Research purpose: The study aimed to investigate challenges experienced by security managers with performance management systems in a tertiary institution in Durban, South Africa.Motivation for the study: Understanding challenges delivers insights to advance organisational effectiveness, support sustainable development, and enhance human resources (HR) practices in the higher education security sector.Research approach/design and method: A qualitative approach was used. Twelve security managers were purposively selected for semi-structured interviews. Data were analysed using thematic analysis and NVivo software.Main findings: The study identified three challenges, namely inadequate training, education, development and communication, technological barriers and low computer literacy, limited resource allocation, inconsistent rewards, and a lack of transparency. These challenges were found to hinder performance management system application, reducing employee engagement and productivity.Practical/managerial implications: The study recommends the institution increase adult basic education and training in technological skills and literacy. Enhancing feedback mechanisms, conducting performance needs assessments, and implementing fair reward strategies may improve sustainable development of performance management practices.Contribution/value-add: The study advocates for practical strategies in response to the challenges faced by security managers to enhance performance aligned with sustainable development goals 4 (quality education), 8 (decent work and economic growth), 10 (reduced inequalities) and 16 (peace, justice and strong institutions), contributing to sustainable HR, embracing contextualised performance management application in developing countries.

Does biasedness starts with HR? - Analysis and outcomes and suggestions for transparent practices

HR research has shown that HR practitioners are influenced by different biases in their decision making. But do they know they are biased? This study looks at blind spots. These findings contribute to behavioural research in HR and practical tips to address workplace bias, whether deliberate or not Recognising and addressing biases is key to a fair and inclusive work environment across the globe whether international, national or local to identify common biases and their impact on the organisation and employees as well as ways to mitigate the unfair outcome.Cultural stereotypes, personal biases and institutionalised practices that unintentionally favour some groups over others are the main sources of HR bias. Gender, race, age and socio-economic status can for example determine who gets hired, evaluated for performance or promoted by employers. Without diversity considerations the result is uniform teams that stifle creativity as marginalisation excludes certain perspectives from consideration through exclusionary means.The impact of HR bias goes beyond individual employees to the organisation as a whole. Biased HR practices can erode trust in management, reduce employee engagement and increase turnover rates. This in turn can harm the organisation’s reputation making it less attractive to top talent and potentially lead to legal challenges. Biased decision making can also result in suboptimal talent management where the most qualified candidates are overlooked and the organisation’s overall performance is compromised.To address HR bias you need a 3 prong approach, bias awareness training, standardised and transparent HR processes and a culture of inclusion. Organisations need to actively work to identify and mitigate biases in their HR practices to be fair, equitable and utilise human capital optimally.

Digital Transformation: A Changing Role of HR Manager in Digital Era

objectives of this theoretical research are to highlight HRM in the digital age, stress the responsibilities that HR managers play in contemporary firms, and, using secondary data, talk about how technological advancements have affected HR practices in the digital age. We use a conceptual approach to accomplish our goals. The influence of digital technology on specific HR domains, such as streamlining HR procedures, is covered in our findings. (recruitment, performance management, and administration) and emphasize the new digital role of human resource manager in era 4.0.

Neurodiversity in the workplace: An agenda for research and action

AbstractThis paper considers human resource practices in the workplace that represent barriers to hiring, onboarding, and managing autistic employees. In particular, we focus on the development of bias‐free selection processes to minimize discrimination against autistic job candidates, determining whether and how accommodations affect productivity of autistic employees, and changing attitudes toward autistic employees in the workplace. Implications for future research and recommendations for autism awareness training are provided. Finally, the alignment of organizational systems that facilitate successful employment experiences for autistic adults is explored.

Impact of Human Resources in Indian Oil Companies: Evolution, Challenges, and Future Trends

This study analyses the evolution, current challenges, and future human resource (HR) management trends within Indian oil companies. It seeks to provide a comprehensive understanding of how HR practices have developed over time, the obstacles faced by HR departments today, and the strategic directions necessary for future growth and adaptation. The research employs a mixed-methods approach, combining qualitative and quantitative data. Primary data were collected through surveys and interviews with HR professionals and employees in major Indian oil companies. Secondary data were drawn from industry reports, academic literature, and company records. The study utilizes thematic analysis to identify critical trends and challenges and statistical analysis to quantify the impact of various factors on HR practices. The study finds that HR practices in Indian oil companies have evolved from traditional administrative roles to strategic partners in business development. Current challenges include managing a diverse and technologically evolving workforce, adapting to global economic fluctuations, and addressing regulatory compliance issues. Future trends suggest an increased focus on digital transformation, diversity and inclusion, and strategic workforce planning. The findings offer valuable insights for HR practitioners and policymakers in Indian oil companies. They highlight the need for innovative HR strategies to address emerging challenges, such as integrating advanced technologies and fostering an inclusive work environment. The study also recommends improving HR practices to enhance organizational performance and employee satisfaction.

Effect of Succession Planning Practices on NGOS Performance in Tanzania

Purpose: The purpose of this study was to assess the effects of succession planning practices on Non-Governmental Organizations (NGOs) performance in Tanzania. The specific objectives of the study were to: examine the effects of talent management on NGO performance; determine the effects of career management on NGO performance; and evaluate the effects of compensation management on NGO performance. Design/Method/Approach: The study used quantitative approach. The targeted population was 124 employees working in two selected non-governmental organizations in Tanzania. Simple random sampling was used to provide detailed information. Data was collected using questionnaires. The data were analyzed through descriptive and inferential analysis. Findings: The findings of the study showed that the majority of respondents, with an average mean of 3.8, 3.8, and 3.7, agreed that talent management, career management, and compensation management influence organizational performance in terms of efficiency and effectiveness, respectively. The study found that, here is a positive and significant relationship between talent management (β =.152, p =.047) and NGOs performance. The results also indicated that there exists a positive and significant (r = 0.390, p > 0.000) correlation between an employee’s performance and career development. Finally, the results indicated that there exists a positive and significant (r = 0.624, p > 0.000) correlation between organization performance and compensation practices. Theoretical Implications: The study refines the succession planning practices literature. The multiple dimensions of selected human resources practices have been explored. Practical Implications: The multiple dimensions of selected human resources practices have been explored, which might help managers improve employees' performance at work. Human resource scholars would benefit from this study during training by ensuring this knowledge is intensified to produce better human resource management at work. Originality/Value: As per the existing empirical literature, it is the first study to be conducted in the Tanzanian context. Research Limitations/Future Research: This study concentrated on studying the relationship between selected succession management practices and organizational performance. Therefore, this study laid the foundation for other researchers to focus on other variables that may influence employees' performance. Nevertheless, researchers may also study the same relationship with other institutions. Also, other researchers may wish to expand their knowledge by conducting the same study through the use of different research methodologies, i.e., qualitative methods, in order to confirm whether different methods may produce similar findings or vice versa. Paper Type: Empirical JEL Classification: M12, M51, L31, O15

Evaluating Arab generation Z’s acceptance of biometric attendance control technology in educational systems

There is insufficient consideration of Generation Z’s cultural and generational needs in the implementation of biometric attendance systems in Arabic educational settings. This study delves into Generation Z’s discipline, exploring their perspectives on attendance systems and aligning commitment with their interests. The primary aim is to gauge biometric systems’ impact on productivity. Google Form questionnaires collected data from young employees, ages 25 to 35, who belong to Generation Z’s working in the higher education system. Structural equation modeling and descriptive analysis assessed the data. While biometric systems enhance discipline, they may dampen morale. Implementing systems fairly and maintaining flexibility is vital. The study underscores the importance of evaluating employees based on achievements. It sheds light on biometric systems’ role in attendance management and organizational performance, aiding HR practices. The results showed no significant effect of Employee Management Practices (EMP) on organization performance through Biometric Attendance Technology (BAT) (B = 0.049, t = 1.330, p = 0.184). Nor significant effects of Organizational Performance Metrics (OPM) (B = 0.019, t = 0.608, p = 0.543). Technological Infrastructure (TI) (B = 0.019, t = 0.2461, p = 0.645), or Satisfaction and Engagement (ESE) (B = 0.057, t = 1.381, p = 0.167) on organization performance through Biometric Attendance Technology. The mediator impact was also found to be not significant (P > 0.05). Therefore, both direct and specific indirect effects were not significant. Indicating that Biometric Attendance Technology does not mediate the relationship between these variables and organizational performance.

Embedding Ethical Values in HR Practices: A Strategic Approach to Elevate Employee Engagement and Reduce Turnover Intention

Embedding Ethical Values in HR Practices: A Strategic Approach to Elevate Employee Engagement and Reduce Turnover Intention

The Influence of Organizational Culture Transformational Leadership Style on Employee Performance with Organizational Commitment as a Mediation Variable

<p><em>In the era of globalization and increasingly tight business competition, employee performance is the key to company success. A positive organizational culture and transformational leadership style can influence employee motivation, productivity and commitment, which in turn improves organizational performance. This research investigates the influence of organizational culture and transformational leadership style on employee performance with organizational commitment as a mediating variable. Quantitative research methods were carried out on 100 employees at PT. Pratama Abadi Industri JX. The results of path analysis show that organizational culture and transformational leadership style have a significant effect on employee performance, with organizational commitment as a mediator. This research contributes to the development of human resource management theory and practice by highlighting the importance of organizational culture and leadership style in improving employee performance.</em></p>

Development and Validation of Human Resource System Model Using Exploratory and Confirmatory Factor Analysis

This study aims to empirically develop and validate a human resource (HR) system model via exploratory and confirmatory factor analysis (EFA and CFA). The framework proposed, and findings expect to add to an understanding of the procedures that can be embraced for designing the HR system on the basis of the bundling of different strategic HR practices. The data were collected through a structured questionnaire. The sample frame for this study consisted of officer-level employees from 11 Nepalese commercial banks. The final research sample consisted of 248 respondents. This study proposes an answer to how the HR system model can be developed and tested. It validated the extraction of 8 HR practices (dimensions) from 38 items, which were further validated as first-order constructs with 33 items, and the second-order HR system model with 30 items. The tested HR system model provides a comprehensive and holistic picture of the HR system and could be applied to Nepalese organizations. The methods and procedures adopted by this study to develop and validate the HR system model are expected to help Nepalese HR managers and practitioners design their HR policies and practices toward enhanced organizational performance (OP). The findings of this study are significant in the Nepalese context, where human resource management (HRM) still needs to be taken as a system approach on the basis of a multidimensional concept.

Role of human resource practices and job crafting in fostering innovative work behavior: An interaction and resource reinvestment perspective

IntroductionPrior research has focused on management-centric view of HR practices and emphasized employees as passive recipients of such practices. Nevertheless, contemporary research advocates a different perspective by emphasizing that employees can also take self-initiative and proactively engage by redesigning their job contents in order to better translate the impact of HR practices into innovative work behavior (IWB). ObjectiveDrawing upon the conservation of resources (COR) theory, this study aims to examine how job crafting contributes to individuals’ bottom-up proactive responses to HR practices that encourage innovative behaviors at work. To make the results more substantive, the moderating role of creative self-efficacy has also been investigated. MethodThe data were collected from academic staff and their respective department heads representing four universities located in Pakistan. ResultsThe results revealed that job crafting provides an intervening mechanism in the relationship between ability-motivation-opportunity-enhancement human resources practices (AMO-HRMPs), and creative self-efficacy moderates this relationship. ConclusionThese findings have implications for department heads who are interested in creating an environment that encourages innovation through job crafting.

Trends and Perspectives in Enhancing the Competitiveness of Slovak Businesses Through Predictive HR Analytics

Abstract The use of HR analytics has been on the rise in recent years, with organizations increasingly recognizing its potential to improve HR processes, increase employee productivity and engagement, and reduce costs. The research presented in this paper extends the knowledge base, especially the characteristics of the degree of implementation of HR analysis into working systems of human resources management utilized within businesses operating within the Slovakian context, emphasizing their role in bolstering and enhancing competitiveness within the European economic arena. Although there was a clear interest in the use of predictive analytics in Slovak companies, there was still a lot of room for improvement and adoption of this approach in HR practice. The authors' findings also suggest that companies in Slovakia are increasingly aware of the value of data-driven decision-making in HR and are willing to invest in these technologies to gain a competitive advantage. The objective of this study is to ascertain contemporary human resource management instruments utilized within businesses operating within the Slovakian context. The authors assumed that the perceived importance of the data approach in HR among Slovak companies is strong, and companies are open to learning more about this approach. A sample of 841 respondents was collected throughout 2020, sample included enterprises from the Slovak Republic. The interviews were conducted via phone in November 2022. The interview respondents are 7 HR representatives. The authors' findings suggest that companies in Slovakia are increasingly aware of the value of data-driven decision-making in HR and are willing to invest in these technologies to gain a competitive advantage.

The Role Of Emotional Intelligence In Enhancing Effective Leadership: Mediating Role Of Human Resource Practices

The Role Of Emotional Intelligence In Enhancing Effective Leadership: Mediating Role Of Human Resource Practices

The Influence of Workload and Work Environment on Employee Job Satisfaction

Abstract: This research brief examines the influence of workload and work environment on employee job satisfaction. Job satisfaction is an important driver of retention, productivity and organizational success, yet the specific factors that impact it are complex. The brief reviews literature regarding the quantitative and qualitative aspects of workload, including volume, demands, controllability, and their mixed effects on satisfaction depending on employee and job characteristics. Key dimensions of the work environment explored are physical conditions, social interactions, and organizational culture. An integrated approach is proposed to balance workload challenges with support mechanisms and control. Practical recommendations are provided for workload distribution, flexible work arrangements, team collaboration, ergonomic workspace, communication, and satisfaction measurement. The brief synthesizes knowledge on workload, environment and satisfaction to inform human resource practices aimed at fostering engagement and performance.

Bridging the Gap: Understanding the Link between HR Practices and Innovative Behavior

Bridging the Gap: Understanding the Link between HR Practices and Innovative Behavior

Faktor Intention to Stay pada Karyawan dalam Lingkungan Kerja: Pendekatan Systematic Literature Review

This study aims to explore the factors that contribute to employee intention to stay in a work environment. The method used in this study is a systematic literature review of PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses) using articles from the Scopus database from 2018 to 2023. The results of the study indicate that the factors that influence employee intention to stay based on the literature review conducted by author 1 are talent development, work intensification, cultural competence, aspects (psychological, rational, and fundamental), perceived organizational factors, spirituality in the workplace, promotion, job satisfaction, stress, work frequency, training, mentoring, work environment, distributive justice, paternalistic leadership, trust in management, clarity of goals, work family conflict, rational job creation, HR practices (recruitment, training, performance appraisal, rewards, career opportunities), organizational practices, perception of calling, learning opportunities, and employee value proposition (EVP). Keywords: Intention To Stay, Workplace, Systematic Literature Review