Human Resource Management Processes Research Articles

ORGANIZACYJNO-PRAWNE I SYSTEMOWE KONSEKWENCJE WYROKU TRYBUNAŁU KONSTYTUCYJNEGO Z DNIA 15 CZERWCA 2011 R. (K 2/09) W KONTEKŚCIE MOŻLIWOŚCI FUNKCJONOWANIA KORPUSU SŁUŻBY CYWILNEJ W URZĘDZIE KOMISJI NADZORU FINANSOWEGO

The main aim of this article is to analyze the organizational, legal, and systemic implications of the judgement of the Constitutional Tribunal in the context of the possibility that a civil service corps functions in the Polish Financial Supervision Authority (PFSA). The authors put forward and substantiate the thesis that the ruling of the Constitutional Tribunal definitely closed the possibility of establishing a civil service corps in the Polish Financial Supervision Authority, which resulted in significant legal and organizational consequences, both positive and negative. Firstly, it increases the flexibility of human resources management processes in the financial market supervisory authority, and thus permits to enhance the attractiveness of the employment. Secondly, it limits the possibility of interference by the representatives of the executive branch, such as the Prime Minister, in the substantive activities of the staff, as the Prime Minister is not their constitutional chief. Thirdly, closing the possibility of establishing a civil service corps in PFSA, while failing to establish other quality and independence assurances concerning employees of this institution, may negatively affect the quality of the functioning of the state in a holistic approach. As a result of the conducted analysis, it has been established that the systemic and legal status of the PFSA is characterized by a significant level of independence and autonomy. In the opinion of the authors, it is greater than in the case of other regulatory bodies which are also defined in law as central bodies of government administration. The authors also agree with the standpoint of the Constitutional Tribunal, which stated that the KNF Board is a public administration body functioning outside the structures of government administration. Therefore, there is no possibility for a civil service to exist in the PFSA.

Perceived challenges: Unfounded reasons for not forging ahead with digital human resource management practices

Orientation: Understanding the challenges that influence the adoption of digital human resource management (HRM) practices across the human resource (HR) value chain enables HRM departments and organisations to optimise HRM digitalisation.Research purpose: The purpose of this study was to identify challenges that influence the adoption of digital HRM practices across the HR value chain in the South African workplace.Motivation for the study: Challenges hindering the adoption of digital HRM practices needed to be identified and proactively addressed to accelerate the process of HRM digitalisation.Research approach/design and method: A cross-sectional quantitative research design was adopted, with an on-line questionnaire as data collection tool. A purposive and snowball sampling method was used. Data were collected from 312 HRM professionals and line managers in the automotive industry in the Eastern Cape Province of South Africa. The data were processed using Statistical Package for Social Sciences (SPSS), version 27, and analysed using exploratory factor analysis (EFA), descriptive analysis, Pearson Product Moment correlations and regression analysis.Main findings: The study revealed people, organisational, technological and environmental aspects that posed challenges to the adoption of digital HRM practices. However, these challenges did not become deterrents in the adoption of digital HRM practices in the automotive manufacturing organisations surveyed.Practical/managerial implications: Organisations need to forge ahead with the digitalisation of HRM practices. The challenges experienced in the process should be addressed proactively.Contribution/value-add: This study emphasises the challenges that should be monitored and addressed throughout the implementation of digital HRM practices in South Africa.

Learning Human Resources and Applying it to Real-Life Situations

This study aimed to demonstrate some parts of human resources management, more specifically, to show the application of knowledge in human management and real-life situations. The research explores some aspects of human resources analysis, including enterprise management, fundamental analysis, planning, and monitoring. This analysis demonstrates the integration of knowledge in real-life situations after successfully learning the Human Resources Management (HRM) program. In this case, it tends to critically demonstrate how an individual can apply knowledge from learning HRM to perform their daily tasks. It discusses the previous development of HRM processes and how it has evolved in modern business management. Also, the analysis elaborates on the basic understanding of HR resources for non-HR managers and the application of knowledge in real-life situations, research projects, entrepreneurial businesses, and large corporations. Effective managers must demonstrate efficient skills since they play fundamental roles in business, such as recruitment, employee training, and performance appraisals. Therefore, they must incorporate excellent communication, analytical, organizational, and managerial skills. Furthermore, this analysis highlights HR managers' practices and processes, including employment policies and technology, to enhance employee commitment and work efficiency.

The Content Of The Human Resource Management Process In The Quality Management System

The article reveals the need to highlight the process of human resource management in the process model of the organization's quality management system. A review of the approaches of modern authors to the content of the stages of the human resource management process has been carried out. The author defines the content of the human resource management process in the quality management system as a consistent performance of the functions of strategic management, personnel planning and evaluation, personnel development, motivation and remuneration, the formation and development of corporate culture, as well as personnel risk management. For each stage of the human resource management process, scientific views are summarized and systematized regarding the most relevant approaches to their implementation from the standpoint of improving the efficiency of the quality management system.

MOTIVATION THEORIES AS THE KEY TO MANAGEMENT OF MEDICAL STAFF.

The aim: To identify positions that are relevant for practical use in improving the process of human resource management in healthcare. Materials and methods: Comparative analysis of motivation theories. Conclusions: Human resources are a key intangible resource of a society or any organization. In today's post-industrial society, the development of a knowl¬edge-based economy with the introduction of innovative technologies, principles of teamwork; improving the educational, cultural and qualification level of employees, democratization of socio-economic life in the country against the background of increasing population mobility and competition in the context of globalization, sets requirements for human resource management in such an important area as health care, in particular, in terms of activities to increase their motivation. Understanding the essence of motivation theories proves that people have different needs, so knowledge of different motivation theories can be used to manage medical staff.

Innovating HRM Recruitment: A Comprehensive Review Of AI Deployment

Recently, the integration of digitalization has led to the prevalence of artificial intelligence (AI) in human resource management (HRM), such as the utilization of artificial intelligence (AI)-based applications during the recruitment process. These AI-driven technologies have risen to prominence due to their ability to facilitate synergistic collaboration between humans and computer intelligence to effectively achieve desired goals. This paper reviews the research conducted on AI-based HRM and its consequences for recruiting outcomes. The systematic literature review is based on a search within the Web of Science and Scopus databases, which resulted in 46 peer-reviewed journal articles published from 2019 to 2023. The findings of the study were divided into five categories: (a) AI-based HRM, (b) ethics of AI in HRM, (c) benefits of AI-enabled selection tools, (d) risks of AI-enabled selection tools, and (d) usage of AI in recruitment in different country contexts. This paper provides a general overview of AI-based HRM management and its duality and complexity. One of the toughest challenges for HRM is to maintain a collaborative spirit when human workers are with AI-enabled robots’ side by side. Organizations are required to perceive both the potential risk and the opportunities that AI recruiting tools may generate. From the perspective of article outcomes, the majority of related studies have been performed in African and Asian countries, which suggests that there is a lack of empirical studies in the European region. One of the major causes may be assumed to be legislation issues, precisely general data protection rules (GDPRs), which hinder the process of adopting technology-based recruiting tools. During AI decision making, fairness should be at the centre of the procedure. Despite some preferences for AI recruitment, such as streamlining HR tasks, this raises many ethical and legal issues that should be solved—at least balanced—not to leave feelings of unfairness among potential employees. AI-based technology solutions require significant time and effort to peacefully exist in the job market. HR managers should not have the feeling of danger of being replaced by AI recruiting tools. To combine best of both worlds, the collaboration of human resources and artificial intelligence is very prominent; however, surveillance of AI technologies should never be lost. This article sheds light on key trends in the literature and the main drivers and obstacles associated with the adoption of AI-enabled recruiting tools. There is growing academic interest in AI utilization in the HRM process, which has been discussed in the current paper. Additionally, future study recommendations are proposed.

QUAL O IMPACTO DA PANDEMIA DE COVID-19 NA GESTÃO DE PESSOAS E NO TRABALHO? UMA REVISÃO INTEGRATIVA DA LITERATURA

ABSTRACT Considering the pandemic's wide-ranging impacts, this study examined how the literature addressed its effects on work, human resource management (HRM), and organizations. Sixty-four articles published between January 2020 and March 2022 were systematically selected for this bibliographic review. A thematic content analysis was conducted, categorizing the most frequently discussed topics into three argumentative categories: work and workers, HRM, and organizations. These categories revealed convergences, divergences, and gaps in the literature, leading to the conclusion that values such as autonomy, flexibility, and communication were essential across all three categories. Telework emerged as the predominant work modality, requiring profound adaptations to HRM processes. Notably, geographic, socioeconomic, and demographic factors influenced teleworkers' assessments and productivity, warranting further investigation. The pandemic underscored a paradigm shift in recruitment and professional categorization, highlighting the importance of adaptable proficiencies in remote work, encompassing both technical and interpersonal skills, during and after the crisis. Lastly, organizations responded by strengthening flexible and empathetic organizational cultures capable of withstanding the biopsychosocial pressures experienced by workers during the pandemic.

ՀՀ պետական կառավարման համակարգի մարդկային ռեսուրսների կառավարման մոդելի գործընթացային վերլուծություն

The practice of the modern management methods reflects the insufficient level of effectiveness of traditional solutions to complex socio-economic issues in all subsystems, both commercial organizations and public administration bodies. The purpose of the given article is to identify the issues, shortcomings and possible improvements of current model in the public administration system of RA throughout multi-faceted analysis of the human resources management process. Considering the unstable conditions of economic and political situation both of the country and the whole world, the main issue is to improve the current model as it greatly determines to achieve the following issues are: study the legal and procedural bases of the civil service, evaluate development opportunities and optimal approaches to overcome challenges based on best practice. Analysis of recruitment and selection, training and development, work organization and performance evaluation, as well as promotion and dismissal processes of the civil service was condcuted in order to present the features of human resources management and the applied completely model in the public administration system of Armenia. The legal acts of the Republic of Armenia were also studied at the aim of analysis the HR management mechanisms used in the public administration system. The methods of observation, descriptive and comparative analysis were mainly used during the research.

Employees’ job satisfaction and its impact on management processes at the KOMAG Institute of Mining Technology

Purpose: The article contains an analysis of inquiry results concerning the KOMAG employees’ job satisfaction and its impact on management processes. As in recent years a management style and paradigm were mainly oriented onto improving the employees’ motivation and commitment, it is important to highlight the significance of job satisfaction. Satisfied employees go beyond their formal duties, required by job description, and they are ready to put in an extra effort to achieve organizational goals. Based on available literature and on the results of conducted inquiry, the Authors concentrated their research work on human resources management in the aspect of motivation, leadership and organizational culture as well as their impact on job satisfaction and employees performance. The paper is ended with conclusions which can be treated as a form of guidelines for managers responsible for investments in building values and a maintenance of all the efficient activities oriented onto management processes of human resources. Design/methodology/approach: The main objective of the undertaken research work includes a presentation of the KOMAG employees’ job satisfaction survey, enabling to improve human resources management processes. A realization of research-and-cognitive objectives enabled to obtain knowledge concerning an important aspect of management activities. The main methods used for the research are as follows:  an analysis of publications,  a case-study method,  a heuristic method,  a method of diagnostic investigation (questionnaires). The subject scope of the paper embraces human resources management, in particular in the aspect of employees’ job satisfaction. Findings: The findings show an urgent need of introducing management measures oriented onto an improvement of the KOMAG employees’ level of job satisfaction, in particular in the area of appreciation needs. An introduction of the holocration system should be taken into consideration as it rejects a traditional model of a company and makes self-organizing collective bodies active and creative. It is worth highlighting that an encouragement of employees to undertake activities of innovative character and an appreciation of their achievements are equally important as risk assessment and budget management in projects. Originality/value: An approach to the management process of human resources seems to be new due to highlighting the job satisfaction aspect. Some recommendation and guidelines, based on survey results, are also a sort of novelty as they emphasize the aspect of appreciation needs. A suggestion of implementing holocration processes at the KOMAG Institute of Mining Technology confirms this new approach to managing human resources in an efficient manner. Keywords: job satisfaction, management processes, motivation, institute, human resources, career paths, career perspectives. Category of the paper: Case study.

Impact of HRM Practices on Organizational Performance and Growth with Reference to Pakistan Public and Private Banks

HRM practices play a vital role in organizational performance of banking sectors. The objective of this study is to determine how Human Resource Management processes have impacted the organizational performance of public and private banking industry in Pakistan, for that purpose, a public bank i.e. National bank of Pakistan (NBP), and a private bank, United Bank Limited (UBL) was selected. In the current company environment, HRM strategies are essential for two key reasons: talent cultivation and employee motivation. A questionnaire was used to collect quantitative data from both the banks, and the aim of the study was explanatory. The survey was completed by an estimated 270 employees from NBP and UBL from various divisions. The analysis was conducted using SPSS version 22, specifically the Regression and Correlation functions. According to the research, NBP and UBL, Karachi's hiring practices had no bearing on organizational performance. Other HRM strategies, like as training and development, performance evaluation, remuneration, and incentives and recognition, favorably influence organizational performance. According to researchers, the study's results are useful for public and private banking sectors of Pakistan. The results of this study may be beneficial not just to the participating banks, but also to other financial organizations.

Digital Kaizen: An Approach to Digital Transformation

While digital transformation creates opportunities across all industries, many organisations and practitioners struggle to grasp what conducting digital transformation entails and seek directions for how digital transformation programs, especially large and complex ones, can be executed. In response, recent studies have offered such directions and models for guiding digital transformation and put forward suggestions for steps and phases of digital transformation, as well as drivers, enablers, and inhibitors. Many of these proposals are based on the dynamic capabilities framework as a theoretical foundation and invite more research to develop further and/or to refine existing models for digital transformation, especially investigating how dynamic capabilities contribute to digital transformation. In this case study, we explore Digital Kaizen, a systematic approach to conduct large-scale digital transformation developed and applied at our case organisation FPT Software. This approach integrates the Kaizen philosophy into digital transformation practices that lead to digital improvements and transformation of some of the company’s human resource management processes and its business model. Our analysis and our reflections on our findings lead us to propose a novel Digital Kaizen process model for digital transformation informed by the dynamic capabilities framework.

Research on Organizational Structure and Management Mode of Fuyao Group

China's glass industry is booming. Fuyao Group can become China's glass industry giant, cannot leave the advanced management mode. Therefore, the research topic of this paper is the organizational structure and management mode of Fuyao. The research methods of this paper are as follows: firstly, collect the data of management mode and organizational structure of Fuyao Group. Then collect the problems encountered in the management process of Fuyao Group, and finally give the solutions according to these problems. The study found that Fuyao Group's organizational structure and human resources management, project management and brand management processes are advanced. However there are still some problems, such as employee recruitment, production and Research & Development (R & D) structure disconnection, project process defects. Therefore, it is suggested that Fuyao Group can optimize the organizational structure and optimize the process of human resources management, project management and brand management according to the problems encountered.

FEATURES OF BUILDING STAFF EVALUATION SYSTEMS AT ENTERPRISES IN MODERN CONDITIONS

The role of staff assessment as a key element of the effectiveness of the formation, use and development of the personnel potential of the enterprise in the modern conditions of the enterprises and the functioning of their human resources management systems has been determined. To ensure the effectiveness of staff assessment, it must be carried out in stages, systematically, using certain technologies and tools, which will allow to objectively evaluate employees and make effective management decisions on this basis. All stages, technologies and tools that must be used in the organization of staff assessment at the enterprise were described in the study. At a modern enterprise, in order to implement an effective labor process taking into account innovative development and trends occurring in the economy, it is necessary to take into account not only the qualifications of employees, but also their social behavior, the ability to work in a group, initiative and willingness to take risks and potential opportunities to develop in the future. In turn, this created the need to find a scientifically based basis for the effective implementation of all human resources management processes at the enterprise, including staff assessment. Such a basis is the competence approach, which presents ample opportunities for describing knowledge, abilities, skills, personal and business qualities, motivational and goal settings, experience and potential of employees, which are necessary to achieve a high level of efficiency of the labor process. A competent approach to staff assessment increases the effectiveness of the evaluation in various economic, social, and psychological aspects. The characteristics of the staff assessment system based on the competence approach and its main elements are provided. The article proposed a general algorithm and a logical scheme for evaluating the company's personnel based on the competency approach.
 
 
 
 
 © В.А. Кучинський, І.В. Долина, 2022 
 
 
 

АПРОБАЦИЯ МЕТОДИКИ ОЦЕНКИ УРОВНЯ РАЗВИТИЯ ПРОЦЕССОВ УПРАВЛЕНИЯ ЧЕЛОВЕЧЕСКИМИ РЕСУРСАМИ

In the article the reveals the features of the application of the method of integral assessment of the level of development of human resource management processes on the example of engineering enterprises of the Lugansk People's Republic. The indicators that determine the processes of human resource management in the organization are determined. A multivariate comparative analysis tool, the taxonomy method, was used. This method is complex, it makes it possible to observe the dynamics of the development of human resource management processes in an enterprise, predict changes, and also determine reserves for changes in a timely manner, which is relevant and necessary to increase the economic performance of an enterprise.

Enterprise Human Resource Management Model by Artificial Intelligence Digital Technology.

Artificial intelligence (AI) is a potentially transformative force that is likely to change the role of management and organizational practices. AI is revolutionizing corporate decision-making and changing management structures. The visible effects of AI can be observed in key competencies and corporate processes such as knowledge management, as well as consumer outcomes including service quality perceptions and satisfaction. This study aims to optimize the human resource management (HRM) process, reduce the workload of human resource managers, and improve work efficiency. Based on AI digitization technology, a salary prediction model (SPM) is designed using a backpropagation neural network (BPNN), and the Nesterov and Adaptive Moment Estimation (Nadam) algorithms are integrated to optimize the model. Next, the content information of the resumes are used to predict the hiring salary of the candidates and validate the model. Results show that compared with other optimization algorithms, the final predicted result score of the Nadam optimization algorithm is 0.75%, and the training period is 186 s, providing the best optimization effect and the fastest convergence speed. Moreover, the BPNN-based SPM optimized by Nadam has good performance in the learning process and the accuracy rate can reach 79.4%, which verifies the validity of the SPM. The outcomes of this study can provide a reference for HRM systems based on data mining technology.

Sustainable Management of Healthcare Settings’ Personnel Based on Intelligent Project-Oriented Approach for Post-War Development

The paper considers the transformation of human resource management processes in the healthcare settings of Ukraine in the context of war and the COVID-19 pandemic. It is noted that the unstable and hostile environment of a healthcare setting during times of crisis leads to the need to change the personnel selection and team formation model to increase the adaptability and resilience of human resources involved in the provision of medical care. The key features of the human resource management process in a turbulent environment are the high migration activity of personnel, which leads to the need to reallocate resources, the need to operate under severe financial constraints, and the need to consider personnel as a non-renewable resource when it is impossible to attract additional resources. To ensure the reliability of the functioning of a medical institution, the transformation of human resource management processes should be based on strategic agility and human resource management, organizational resilience as a resource-based capability, corporate sustainability, and transformation of enterprises’ resources, which can be achieved by applying methodological support for resource management in a multi-project environment. Considering a network of medical institutions as a multi-project environment will allow using the methodology of project-oriented resource management, forming adaptive teams in a multi-project environment, to ensure flexible redistribution of resources both within a single institution and within a network of institutions. It is proposed to use formal transformations to manage a medical institution’s human resources. Applying the proposed approach for managing the human resources of a medical institution is considered. The formation of a project team that satisfies the minimum requirements with the maximum value of the team’s qualification score is considered. It is shown that the use of this methodological support made it possible to choose the composition of the project team with a minimum number and a maximum value of the characteristic.

Review of Literature on Human Resource Planning as an Ongoing Important Practice to Anticipate Future Human Resource Requirements within an Organization

One of the most crucial human resource practices in the company is human resource planning. Organizations heavily rely on human resource planning to assess their existing situation and forecast their future labor requirements. This paper's goal is to assess the value of human resource planning to the company through a study of the relevant literature. The objectives of human resource planning, the process of human resource planning, and the significance of human resource planning to the organization are the main topics of this paper's review of the relevant literature. The following steps make up the human resource management (HRM) process: human resource planning, recruitment, selection, professional development, performance evaluation, and remuneration. Human Resource Planning (HRP), the first phase in the HRM process, entails identifying the HR goals of an organization, formulating a strategy for achieving those goals, and creating a comprehensive set of plans to integrate and coordinate operations as part of the HR strategy. This role is essential since organizations are by their very nature purposeful (goal-seeking) entities. To create appropriate HR plans for the firm, large organizations hire specialists and even set up departments that frequently use sophisticated quantitative methods and computer tools. The business manager is in charge of planning the HR strategy in smaller firms. The results show a strong correlation between human resource planning and organizational manpower needs as well as between human resource planning and organizational performance. As a result, this paper advises organizations to keep up their effective human resource planning practices because it is crucial to achieving their goals

ERP Staff versus AI recruitment with employment real-time big data

The purpose of this study was to evaluate the effectiveness of using natural language processing (NLP) artificial intelligence (AI) in enterprise resources planning (ERP) to identify specialized job candidates in real-time big data—globally across the internet. The central problem was that companies using traditional methods for recruiting remote specialists were missing good candidates because the skilled employees may not be looking for a job yet they may be receptive to an offer. The auxiliary problem was too much data on the internet for human resources management (HRM) staff to make sense of to find the best-fitting candidate. Thus, the research question was: could NLP AI identify good candidates for ERP remote specialist jobs using internet real-time big data? Job criteria were developed using machine learning to identify key skills from existing staff in a case study company. The skills were transformed into ERP remote specialists hiring criteria. The NLP AI software was activated to find the best candidate. The HRM staff at the case study company evaluated the effectiveness of the candidate selected by the NLP AI. The case study company set 70% as the acceptable mean evaluation score. ANOVA was used to determine if HRM staff agreed about their evaluation scores. A Z-test was used to determine if the NLP AI was faster than the mean time needed for HRM to select ERP candidates. The results were that the NLP AI outperformed the humans by a factor of almost 8 h. All HRM staff agreed that the NLP AI was effective in selecting a candidate to match the hiring criteria. The proposed approach might facilitate the research and development of big data, data analytics, NLP AI, and HRM process improvement.

Digital Transformation In Human Resource Management: Challenges And Opportunities

The integration of digital technologies into Human Resource Management (HRM) practices has become imperative in the contemporary organizational landscape. This paper explores the challenges and opportunities arising from the digital transformation in HRM. It synthesizes existing literature and empirical studies to elucidate the multifaceted nature of this transformation. Challenges include resistance to change, privacy concerns, and skill gaps among HR professionals. Conversely, digitalization offers opportunities for enhancing recruitment processes, employee engagement, and performance management. Additionally, it enables the adoption of data-driven decision-making and facilitates remote work arrangements. The paper underscores the need for organizations to navigate these challenges effectively while leveraging digital technologies to optimize HRM processes. By embracing digital transformation strategically, organizations can harness its potential to foster agility, innovation, and competitive advantage in the dynamic contemporary business environment

IMPLEMENTATION OF CHAT-BOTS IN THE HR PRACTICE OF A CONSTRUCTION ENTERPRISE

The article examines the practical aspect of the introduction of chatbots into the company's activities, taking into account its practical activities. Under the conditions of market relations, the responsibility and independence of enterprises in the development and adoption of management decisions to ensure the effectiveness of their activities increases. That is why the search for alternative solutions in the HR practice of a construction company is becoming relevant in today's crisis economy, namely the introduction of chatbots. The article analyzes and presents the main trends of its direction, as well as positive and negative sides. In modern business conditions, the construction sector plays a significant role in the domestic economy. Construction ensures the reproduction of fixed assets in all sectors of the economy, has numerous inter-sectoral connections and a high multiplier effect. More than 50% of the total investment in fixed capital is for the construction of buildings (residential and non-residential) and structures. Therefore, taking into account the analysis of the trends in the development of enterprises, it is determined that the construction industry plays an important role both in the regional economy and in the economy of the country. The sphere of construction is the main link in accelerating the development of other spheres of the national economy, as well as ensuring the appropriate level of people's quality of life. The use of Bots as automatic agents operating in the Internet space are not simple mechanical devices.Their presence indicates the formation of a new reality, in which artificial actors, partially endowed with human-like properties, are integrated into social relations. Therefore, the analysis of bots and their actions in various spheres of life is extremely relevant. In modern business conditions, bots are actively introduced into the field of human resource management, accordingly, the topic of automation and robotization of human resource management processes is at the peak of popularity. Keywords: construction enterprise, chatbot, personnel, profit, HR activity, development, industry, automation tool.