Human Resource Practices Research Articles

The Effect of Transformational Leadership, Work Environment, and Life-Work Balance on Employee Job Satisfaction in the Manufacturing Industry in Surabaya Region

This study investigates the influence of transformational leadership, work environment, and work-life balance on employee job satisfaction within the manufacturing industry in the Surabaya region. A quantitative research design employing Structural Equation Modeling (SEM) with Partial Least Squares (PLS) analysis was utilized to analyze data collected from 160 employees across various manufacturing sectors. The findings reveal significant positive relationships between transformational leadership, work environment, work-life balance, and employee job satisfaction. Transformational leadership emerged as a key predictor of employee job satisfaction, emphasizing the importance of visionary leadership in fostering a positive work culture. Additionally, a supportive work environment and satisfactory work-life balance were found to significantly impact employee satisfaction. These findings underscore the interconnectedness of organizational factors in shaping employee perceptions and experiences within the manufacturing industry. The study contributes to both theoretical understanding and practical implications for organizational management and human resource practices, providing insights for enhancing employee satisfaction and organizational success in the Surabaya manufacturing context.

Unlocking Human Potential: A Literature Review on HR Challenges and Innovations in SME Entrepreneurship

This literature review explores the intricacies of human resource management (HRM) in small and medium-sized enterprises (SMEs), focusing on the unique challenges and innovative practices that characterize HR operations within this sector. The primary objective of this study is to synthesize existing literature to understand how SMEs manage their human resources amidst resource constraints and competitive pressures from the global talent market. Employing a qualitative research methodology, this review meticulously analysed scholarly articles, industry reports, and case studies to develop a comprehensive understanding of the current HR landscape in SMEs. The findings reveal that SMEs frequently grapple with issues such as limited financial and human resources, difficulties in attracting and retaining talent, compliance with complex employment laws, and the integration of technology in HR practices. Despite these challenges, SMEs often adopt flexible and innovative HR approaches that leverage their agility and close-knit organizational cultures to enhance employee engagement and organizational loyalty. Theoretical frameworks like the Resource-Based View, Psychological Contract Theory, and Social Exchange Theory provide valuable insights into effective strategies for managing human resources in SMEs. The study underscores the importance of strategic HR management in leveraging human capital as a key asset for competitive advantage. It also highlights the critical role of technology in streamlining HR operations, suggesting that SMEs can significantly benefit from embracing HR innovations to overcome inherent limitations and foster sustainable growth.

The Effect of Green HRM Practices on Environmental Performance: A Moderated Mediation Model with Empirical Examination

This research aims to investigate employees' environmental responsibility (EER)and green transformational leadership (GTL) influence the relationship betweengreen human resource practices (GHRMP) and environmental performance (EP) inKP universities, Pakistan. We collected data from 377 actively involved facultymembers in KP universities, utilizing descriptive and inferential statistical analysesfollowing Hayes Model 7. The results reveal that the association between greenHRM practices and environmental performance is partially mediated by greentransformational leadership. Furthermore, employees' environmental responsibilitymoderates the relationship between green HRM practices and greentransformational leadership significantly. In the context of moderated mediation,employees' environmental responsibility emerges as a significant moderator in thelink between green HRM practices and environmental performance through greentransformational leadership. We also discuss in detail the theoretical and practicalimplications of the study's findings

Maximizing Efficiency in University Human Resources Management for Lecturers

In today's dynamic academic landscape, effective human resource (HR) management is essential for the successful operation of universities. This paper explores the critical role of HR practices in shaping the academic environment and institutional culture, focusing on recruitment, development, retention strategies, and performance management of lecturers. Recruitment strategies are crucial for attracting qualified candidates who align with institutional goals. Development and training programs ensure lecturers remain innovative and productive, with a focus on pedagogy, research, leadership, and mentorship. Retention strategies, including fair compensation and benefits, foster a supportive work environment and promote job satisfaction. Performance management systems, emphasizing goal-setting and professional development, enhance lecturer effectiveness and contribute to overall academic achievements. In conclusion, effective HR planning is vital for universities' prosperity and survival, fostering a culture of excellence, innovation, and continuous improvement. By investing in their lecturers, universities can fulfill their fundamental mandate of knowledge dissemination and societal contributions.

Use of Artificial Intelligence in HR Recruitment and Selection in Start-up Companies

This bibliometric study analyzes the evolving landscape of human resource management (HRM), emphasizing the integration of technology into HR practices, particularly in recruitment and selection processes. Utilizing VOSviewer, the research maps the co-occurrence of keywords within a comprehensive dataset, revealing dominant themes, trends over time, and less explored areas. The analysis identifies core thematic clusters such as "human resource management," "recruitment," and "analytics," highlighting the significant focus on optimizing traditional HR functions through technological advancements. The study observes a marked shift in research trends, particularly influenced by the challenges posed by the COVID-19 pandemic, which accelerated the adoption of remote work technologies and digital HR tools. The visualization also identifies underexplored research opportunities in areas like "blockchain" and "internet," suggesting potential for groundbreaking research in enhancing HR operations. Furthermore, the network analysis underscores the importance of author collaboration in expanding the multidisciplinary scope of HRM research. This study contributes to the understanding of HRM's dynamic evolution and outlines strategic directions for future research, ensuring HR practices align with technological advancements and organizational needs.

The Impact of Human Resource Practices on Shareholder Value

The Impact of Human Resource Practices on Shareholder Value

Talent Management in Industry 4.0: A Bibliometric Review of Required Skills and Competencies

This bibliometric study systematically analyzes the evolving field of talent management within the context of Industry 4.0, employing VOSviewer for mapping and visualizing key research themes, collaborations, and temporal trends from 2012 to 2024. The analysis revealed distinct thematic clusters focusing on the integration of digital transformation within traditional HR practices, emphasizing core competencies, firm capabilities, and the evaluation of job performance. Temporal trends indicate a shift from foundational topics to more complex issues such as leadership competencies and the strategic implications of digital technologies. Density visualizations highlighted areas with heavy research concentration and potential gaps, suggesting opportunities for future studies particularly in emerging and less explored themes. The co-authorship analysis provided insights into collaborative networks, indicating a mix of well-established research groups and emerging scholars. This study not only maps the current landscape but also guides future research directions in talent management amidst rapid technological advancements.

Strategic Human Resource Management And Organizational Performance: An Investigation Of Profit-Oriented Companies In Zambia

Research Aims: The study aims to investigate the correlation between SHRM practices such as incentives and rewards, formal performance appraisal, recruitment and selection, career development, and organizational development with measures of organizational performance, including revenue growth rate, return on equity, return on assets, and profitability Design/methodology/approach: Human resources play a vital role in achieving organisational performance. A study on 169 profit-making organisations in Zambia examined the impact of different Strategic Human Resource Management (SHRM) components on performance. A quantitative approach was used, and the questionnaire was divided into three parts. A stratified random sample of 169 organisations' managers was studied. Research Findings: According to the results, managers highly recommended Incentives, Rewards, recruitment, and Selection to achieve excellence. Formal Performance Appraisal received moderate evaluation, while Career Development received the least. The study concluded that SHRM components affect organisational performance regarding revenue growth rate, return on equity, return on assets, and profitability (p < 0.01). The study recommended aligning the SHRM strategy with other activities to improve performance, focusing on recruitment. Integrating HR practices with overall strategies can bring numerous benefits to organisations. By aligning these two critical components, companies can ensure that their human resources are being utilised effectively and efficiently. Theoretical Contribution/Originality : The study provides evidence that specific SHRM components, such as incentives and rewards, formal performance appraisal, and recruitment and selection, positively correlate with organizational performance measures like revenue growth rate, return on equity, and return on assets. This research contributes to the existing literature by highlighting the importance of integrating HR practices with overall strategies to enhance organizational performance, particularly in the Zambian profit-oriented sector. Keywords: Strategic Human Resource Management, Integration, Performance

Linking human resources practices, employee satisfaction and engagement in Turkey’s hospitality industry: The moderating influences of city/resort and frontline/backline employees

The study explores the relationship between hotel employees’ perceptions of human resources practices (HRP), employee satisfaction, and engagement, as well as the mediating role of satisfaction. It also examines whether the relationship between these variables is different for different employee groups (city-resort hotel and frontline-backline employees). The results showed that HRP positively affect employee satisfaction and job engagement and employee satisfaction mediated the relationship between these two variables. However, the relationship between HRP and employee satisfaction differs for city and resort hotel employees. Implications of these findings are discussed.

Role of human resource practices, leadership and intellectual capital in enhancing organisational performance: the mediating effect of organisational agility

PurposeThe objective of this study aims to investigate the manner in which Human Resource Practices (HRP), leadership, and intellectual capital contribute to organisational agility within the healthcare sector, and to assess how this agility influences overall organisational performance.Design/methodology/approachThis research was undertaken within healthcare organisations situated in the United Arab Emirates (UAE). The study sample comprised of 275 participants, and the distribution of the sample across various classifications closely mirrored that of the larger population. To assess the formulated hypotheses, the research utilized Partial Least Squares Structural Equation Modeling (PLS-SEM) software.FindingsResults confirmed the proposed framework and uncovered the significance of HRP, leadership and intellectual capital on organisational agility and organisational performance in a dynamic environment like hospitals.Originality/valueThis study demonstrates originality by investigating hospital responsiveness within a highly dynamic context necessitating agility from both managerial and non-technical perspectives. Additionally, it explores the impact of HRP, leadership, and intellectual capital on organisational agility, along with its repercussions for overall organisational performance.

Flexing to outperform: workforce differentiation, HR flexibility and firm performance

PurposeResource orchestration theory proposes that firms need resources, capabilities, and horizontal and vertical alignment to achieve high performance. Thus, we investigate which combinations of horizontal fit of resources (commitment-based HR systems for managers and nonmanagers) and capabilities (HR flexibility) together with vertical fit with business strategy (innovation versus cost leadership strategies) relate to superior performance.Design/methodology/approachOur study is based on a sample of 113 Spanish firms from which we collected data on commitment-based HR systems for managers and nonmanagers, HR flexibility, business strategy and performance. We employ a fuzzy set qualitative comparative analysis (fsQCA) to analyze which configurations lead to firm performance.FindingsThe empirical analysis shows that both HR practices and policies (commitment-based HR systems) and HR capabilities (HR flexibility) need to be aligned for high performance. The path for performance is comprised of a combination of commitment-based HR systems for staff and HR flexibility and by the absence of an innovation strategy or commitment-based HR systems for managers, HR flexibility, and a cost leadership strategy. We also find four paths where performance relies on efficiently combining an innovation and cost leadership business strategy.Originality/valueOur findings make three key contributions to the literature. First, we help elucidate multicausal relationships inside the black box of the “HR–performance” relationship for firm performance. Second, we study the vertical fit with business strategy by considering innovation and cost leadership strategies. Third, we analyze multicausal pathways, thus uncovering different combinations of resources and capabilities for performance.

Green human resource management and green ambidexterity innovation in the wine industry: exploring the role of green intellectual capital and top management environmental awareness

The present study investigates the influence of green human resource management (GHRM) on green ambidexterity innovation (GAI) within Spanish wineries, examining the mediating effect of Green Intellectual Capital (GIC) and the moderating role of Top Management Environmental Awareness (TMEA). Building on existing literature, a conceptual model was developed and tested using structural equation modeling (PLS-SEM) with data collected from 196 Spanish wineries between September 2022 and January 2023. The findings reveal a significant positive relationship between GHRM and GAI, with GIC partially mediating and TMEA positively moderating this relationship. The originality of this study lies in its empirical testing of the proposed model, addressing a previously unexplored area in the field. These results provide valuable insights for both academia and industry, highlighting the importance of integrating environmental considerations into human resource practices to foster innovation and sustainability.

Redefining Organizational Culture for the Digital Age: A Model Proposal for Digital Organizational Culture

As technology breakthroughs and digital innovations continue to transform business environments, traditional organizational cultures are frequently found insufficient in promoting the innovative thinking, agility, and resilience needed for long-term success. This article presents a comprehensive framework for rethinking organizational culture in the digital age. The model is designed to help organizations navigate the complexity and take advantage of the digitalized economy's opportunities. Based on Schein’s organizational culture model, this study thoroughly examines existing literature to identify the essential elements of a digital culture framework. The suggested model prioritizes incorporating digital tools and mindsets at all levels of the organization, creating an atmosphere that promotes experimentation, cooperation, and a proactive approach to survive in the digital era. Furthermore, the study explores the crucial elements in promoting and integrating digital values, the function of human resource practices in facilitating the growth of digital skills, and the influence of digital culture on achieving a competitive advantage in the digitalized economy. By highlighting the crucial interaction between technology, people, and organizational processes, this study seeks to assist organizations in redefining their culture to thrive in the digital era by offering practical insights and a structured framework.

The transformative role of artificial intelligence in human resources

The article explores the landscape of Artificial Intelligence (AI) applications in Human Resources (HR) by highlighting current trends and providing some anticipations about future trends and developments. AI is revolutionary reshaping basic HR processes – from workforce planning, recruitment, to employee’s development and fostering diversity and inclusion. AI plays important role in addressing bias in recruitment, enhances objectivity and promotes equal opportunities. AI-driven tools (like chatbots and virtual assistants etc.) integration in HR processes enables seamless communication and propellers HR practices towards enhanced efficiency and strategic decision-making. Furthermore, the article provides a short analysis of some software solutions that serve organizations as AI HR tools. By taking a look towards the future, we can predicts that tools like predictive analytics, monitoring of employee well-being, and convergence of AI with augmented reality (AR) and virtual reality (VR) can be projected as some of the future key developments. In the conclusion we can stress out the transformative synergy between AI and HR, which allows organizations and HR professionals to embrace innovation in order to deliver better results for all of the stakeholders: employees, management, owners and broader society.

How do employees shape HR implementation? Intra-team acceptance of espoused HR practices, frontline managers’ implementation behavior, and team performance

This study investigates the critical role of employees in shaping frontline managers’ (FLMs) HR implementation. It goes beyond previous research, which recurrently attributes FLMs’ implementation behavior to the facilitating conditions and FLMs’ personal capabilities, overlooking or downplaying the potential impact of employees during the implementation process. In doing so, we characterize the construct of intra-team acceptance of espoused HR practices as a key force influencing FLMs’ HR enactment. Hence, we hypothesize how intra-team acceptance of espoused HR practices is linked to FLMs’ implementation behavior through FLMs’ performance expectancy, effort expectancy, and social influence. In this narrative, we position team-level HPWS as a direct outcome of FLMs’ implementation behavior. Therefore, we establish that team-level HPWS mediates the relationship between FLMs’ implementation behavior and team performance, underscoring the importance of employees in the HRM variability debate. Conducting a time-lagged study and analyzing data collected from 23 South Korean firms, we found support for our theoretical claims. Our findings recognize employees as significant contributors to the implementation process and challenge the conventional wisdom in which employees are viewed as passive recipients of HR practices. We discuss theoretical and managerial implications and offer directions for future endeavors.

Torture and blessing: the impostor phenomenon among Spanish female executives

PurposeThis research explores the impostor phenomenon (IP) within the context of gender and leadership, aiming to transform impostor feelings into catalysts for leadership empowerment and positive career outcomes.Design/methodology/approachUtilizing grounded theory, this study conducts in-depth interviews with 34 female Spanish senior executives to analyze their experiences with IP.FindingsThe research reveals that top executive women are not only affected by IP but can also harness it to foster personal and professional growth. It identifies key strategies – such as self-reflection, effective communication and cultivating positive habits – that enable women to transform IP into a lever for enhancing their careers. This approach leads to a proposed virtuous cycle model that empowers women to overcome the negative impacts of IP and advance their leadership capabilities.Originality/valueThis study contributes to the literature on gender and leadership by offering insights into the gendered nuances of IP. By framing IP as a potential catalyst for growth rather than a barrier, the study provides practical tools for human resource (HR) departments to promote gender diversity at senior levels. It also advocates for HR practices to dismantle internal barriers to women’s career progression and address conscious and unconscious gender biases.

Human Resources System Irregularities Impacting Work Scope in Small Mental Health Organizations: Performance Management and Talent Acquisition

This study investigates the impact of human resource (HR) system irregularities on the effectiveness of job scope allocation in small organizations, focusing specifically on performance management and talent acquisition. Using a qualitative approach, data were collected from a small organization providing adolescent mental health services. The findings reveal that role ambiguity, uneven workload distribution, lack of structured feedback, and undefined recruitment processes are key challenges affecting job scope effectiveness. The study underscores the importance of implementing structured HR practices to improve operational efficiency and employee satisfaction in small organizations. These improvements can enhance short-term performance and support long-term sustainability and growth.

A STUDY ON UNDERSTANDING THE STATE AND DIRECTION OF HR AS AN OCCUPATION THROUGH INSTITUTIONAL THEORY – THE CASE OF JAPAN 1.

Using institutional theory as a lens, this study explores how the field of human resources (HR) has changed in Japan. An understanding of the influences influencing the HR profession can be gained through an examination of institutional theory, which studies how routines, conventions, and institutions come to be recognized as authoritative standards for social behavior. This study aims to identify the institutional elements driving HR in Japan by looking at historical data, contemporary practices, and developing trends. The sociocultural, economic, and legal contexts that influence HR practices are explored in depth in this study. It draws attention to the ways that globalization, technology improvements, and demographic changes are posing a threat to long-standing Japanese work norms, such as lifelong employment and promotions based on seniority. By employing a blend of qualitative and quantitative techniques, such as conducting interviews with HR specialists, administering surveys, and examining secondary data, the study pinpoints the principal patterns and influences propelling transformations in HR positions and duties. Keywords: Institutional theory, sociocultural, HR practices, demographic changes, Japanese work norms.

Analyzing the influence of green human resource practices on organizational sustainability: the role of green attitudes and performance of employees’

Analyzing the influence of green human resource practices on organizational sustainability: the role of green attitudes and performance of employees’

The Role of Institutional Logics in Shaping Sustainable Talent Management: A Comparative Study of Two South Korean Conglomerates

This research examines the evolution of human resource management (HRM) practices within Samsung and Lotte, two major South Korean conglomerates. Both companies have been profoundly influenced by the Japanese management paradigm, especially in areas like seniority-based promotion rooted in Confucian values. Drawing from institutional theory, the study elucidates how similar economic trajectories in South Korea and Japan fostered comparable institutional logics and pressures in HRM. However, as organizations navigate institutional shifts, their responses and resulting HRM adaptations can diverge. Utilizing a comparative approach through the lens of the institutional logic theory, key findings unveil as follows: (1) Samsung and Lotte’s HR practices exhibit a strong Japanese influence, highlighting cultural/historical context’s importance. (2) Despite similar pressures, the conglomerates developed distinct HR practices attributed to differing institutional logics. (3) Institutional logics play a pivotal role in shaping HRM and influencing organizational behavior. (4) Organizations adapt HR practices in response to institutional complexities, leading to practice divergence. (5) The study extends institutional theory’s application in understanding organizations’ varied responses to similar pressures. (6) Findings offer HR professionals insights on tailoring strategies based on contextual understanding. The study extends the application of institutional theory in deciphering varied organizational responses. Practically, it provides HR professionals guidance on contextually appropriate HRM strategies. Companies across Asia can leverage these insights to anticipate HR practice shifts and align them with evolving institutional frameworks.