Human Resource Professionals Research Articles

The Role of Organizational Behavior in Creating Professional Human Resources

the purpose of this study is to find out in-depth information about the management of organizational behavior at Madrasah Tsanawiyah (MTs) Miftahul Ulum Al Azizah Sumberbaru Jember in 2022/2023 which is oriented towards creating professional human resources. In detail, the objectives of this study are described in the research focus including: 1). Describe the management of madrasah organizational behavior at MTs Mifathul Ulum Al- Azizah Year 2022/2023 in creating professional human resources , 2) Analyzing obstacles and solutions in the management of madrasah organizational behavior at MTs Mifathul Ulum Al- Azizah Year 2022/2023 in creating professional HR . The research method uses a qualitative approach with the research subject being the head of the madrasa and supported by teachers, students, deputy head of curriculum and school supervisors as informants. Data collection methods using observation, interviews and documentation as well as triangulation are still used as a foundation in seeking data validity. The results of this study reveal that 1). organizational behavior management of MTs Mifathul Ulum Al- Azizah Year 2022/2023 in creating professional HR is designed with several stages namely First, Planning which includes analyzing all activities or capacity activities intellectual , capability, work experience and exemplary. Second, Recruitment which includes prioritizing academic achievement, having good character and making achievement and professionalism a benchmark. Third, Development which includes scheduling training , workshops and training if necessary to increase the standard of ability or skills. Fourth, supervision which includes scheduled inspections of all madrasah resources. Fifth, evaluations that carry out scheduled reviews through monthly, midterm , end of semester or end of learning. 2) Barriers to Organizational Behavior Management at MTs Mifathul Ulum Al- Azizah Year 2022/2023 include teaching staff not meeting what is needed, not graduates from teacher education, teachers who have taught not according to their fields, lack of supervision, lack of capacity building, and lack of evaluation. Solution; recruitment management with academic and non-academic selection, development of training teachers, workshops, supervision and attention to the organization.

Improving the Professionalism of Human Resources for the Indonesian National Police through Strengthening Supervision

Public distrust is only one example of the result of the poor performance and professionalism of the Police. The research method used by this study is an empirical research method that examines the implementation of strengthening as an effort to realize the professionalism of the Indonesian National Police in a progressive legal perspective with Socio-Legal. The data analysis method used is qualitative analysis which emphasizes more on the deductive and inductive inference processes as well as on the dynamics of the relationship between observed phenomena using scientific logic. The implementation of strengthening the supervision of the Police of the Republic of Indonesia in realizing professionalism is carried out well through their respective ranks and function units. The factors supporting and inhibiting the strengthening of the supervision of the Indonesian National Police are divided into two, namely the driving factor and the inhibiting factor. The driving factors consist of good coordination / cooperation between functional units, Itwasda's limited authority in handling public relations and community support for the existence of Itwasda. Meanwhile, the inhibiting factors consist of non-one-door mechanisms, bureaucratic errors from related functional units, the number of members of the Public Relations sub-section is less than the overall task carried out, inconvenience in handling and taking action against colleagues, people who do not understand the public relations mechanism and the complexity of the investigation process. until the decision is made.

A Study on Recruitment and Selection in the Education Sector with Reference to the Vocational Courses in Urban Areas

This research paper examines the practices and challenges related to recruitment and selection in the education sector, with a specific focus on vocational courses. The study aims to gain insights into the unique considerations and strategies employed by educational institutions when selecting and hiring candidates for vocational courses. The research methodology includes a combination of qualitative and quantitative approaches. Data collection involves interviews with key stakeholders such as educators, administrators, and human resource professionals, as well as surveys distributed among vocational course applicants and current students. The gathered data is analysed using thematic analysis and statistical techniques to identify patterns, trends, and correlations The findings reveal several significant factors influencing the recruitment and selection process in the education sector for vocational courses. These factors encompass the identification of specific skill requirements, alignment with industry needs, pedagogical expertise, and the evaluation of practical skills. Additionally, the research investigates the role of technological advancements in enhancing the recruitment and selection process, such as online platforms, virtual interviews, and assessment tools. Moreover, the study addresses the challenges faced by educational institutions when recruiting for vocational courses, including a shortage of qualified candidates, limited awareness of vocational opportunities, and the need for continuous professional development. The research also explores the strategies employed by educational institutions to overcome these challenges, such as partnerships with industry stakeholders, targeted marketing campaigns, and upskilling programs for faculty members. The research concludes by providing recommendations for improving recruitment and selection practices in the education sector for vocational courses. These recommendations include enhancing collaboration between educational institutions and industry partners, developing comprehensive competency frameworks, and incorporating innovative assessment methods to evaluate candidates' vocational skills effectively. The outcomes of this research aim to contribute to the ongoing efforts to optimize the recruitment and selection process in the education sector, ultimately enhancing the quality and relevance of vocational education

Review of the Data and Implications for the Human Resource Function about the Effect of Developing Technology on the Workplace

It is challenging to separate the hoopla around technological innovation from its actual prospective effects on work, despite popular media's predictions to the contrary. This study looks at the data about how new technologies are affecting the workplace and how the human resource (HR) function may assist businesses and people in navigating these changes. According to available data, corporations are using cutting-edge technology like artificial intelligence and robotics to automate routine, uncomplicated operations and use predictive algorithms to make complex decisions more quickly and accurately. Additionally, new technologies are being employed more frequently to encourage the adoption of more flexible working practices like gig and virtual work. However, this will pose a number of difficulties for HR professionals, who must assist workers in modernising their skills to compete in the workplace of the future and find solutions to any potential detrimental effects of increased connectivity and precarious employment on worker wellbeing.

Strategic Talent Management: A Comparative Analysis of Hard Vs. Soft Skills

The war for talent is an ongoing problem for organizations. This study examined strategic talent management in the workplace. It compared three talent management dimensions including: a) attraction b) selection and c) retention in hard skills and soft skills. The research reviewed the barriers to effective talent management and successful policies. The author conducted semi-structured interviews with 24 human resources (HR) professionals, focusing on strategic talent management dimensions in hard skills and soft skills. Responses from the interviews were coded and details about the differences were summarized. The data from the interviews were evaluated using chi-square analyses to identify statistically significant differences in HR professionals’ perceptions of strategic talent management in hard skills versus soft skills. The research suggested plausible reasons for the significant differences in managers’ perceptions of talent management effectiveness in hard skills and soft skills. These results create a comprehensive framework for organizations to develop strategic talent management guidelines.

Beyond LMX: toward a theory-based, differentiated view of leader–member relationships

PurposeThis conceptual article develops a theory-based set of themes that characterize how a leader and member interact based on their attachment style, motivation to lead and follow and their interpersonal orientation.Design/methodology/approachThis study proposes that the leader's and member's attachment styles, effectuated by their motivation to lead and/or follow and their interpersonal orientation, determine the emergence of primary (most frequently occurring) and secondary (less frequently occurring) leader–member relationship (LMR) themes.FindingsThe themes are labelled mutual affirmation, control, prestige, mutual indifference, conflict, imbalance and co-dependence. The article describes how these seven themes are grounded in their own streams of research, including leader–member exchange (LMX) as the basis for the first three, and how the themes vary in behaviors that generate the operational outcomes of psychological safety, proactivity and functionality, which, in turn, yield performance outcomes. Performance outcomes affect the leader's and member's perceptions of their relationship and their anticipation for the future. Leader–member similarity, situational pressures and perceptions of others' relationships moderate LMR development.Research limitations/implicationsEach theme reflects a pattern of interactions that produces degrees of psychological safety felt by the leader and member, proactivity of the leader and member to devote energy to their relationship and how well the leader and member function together. The behaviors, in turn, influence how the leader and member perceive each other and themselves and their anticipation for the future of the relationship.Practical implicationsThe model can be used by organizational development and human resource professionals to assess leader–member dyads and train leaders and members to be aware of factors that influence their relationship and how these factors affect performance outcomes.Originality/valueThe model contributes to the literature on leader–member relationships by suggesting a theory-based set of themes that characterize how the leader and team member interact and how their relationship develops.

Multi‐level effects of human resource bundles on the performance of aging employees

AbstractPreviously, scholars have studied the need for implementing different human resource (HR) configurations that foster aging employees' outcomes, but there is a lack of evidence at the group level. Using the framework of Social Exchange Theory, coupled with the Selection, Optimization, and Compensation theory, we examine associations between bundles of HR practices, age (measured both as calendar age and proportion of an aging workforce), and performance, at both the individual and group levels. First, the outcomes of our multi‐level analysis show that bundles of maintenance‐enhancing HR practices are positively related to performance at both levels, whereas bundles of growth‐enhancing HR practices associate with performance only at the group level. Second, age relates positively to performance, both at the individual and group levels. At the group level, there is an inverted U‐shaped relationship between the proportion of an aging workforce and group performance, such that a group's performance benefits from the participation of older employees up to a maximum proportion of 56%. Finally, age negatively moderates the association between growth‐enhancing HR bundles and performance at both the individual and group levels. Results highlight the value of older employees for working organizations, and the importance of adopting HR practices that consider maintenance and growth‐related needs across the life‐span, while also providing useful theoretical and practical implications for Human Resource Development scholars and professionals.

Affective computing technology for fostering an emotionally healthy workplace

Purpose This paper aims to present affective computing or Emotion AI in the context of work and how organizational leaders such as managers and human resource (HR) professionals can implement this technology to foster an emotionally healthy workplace. Design/methodology/approach The authors provide a current overview of affective computing technology through definitions, examples and general use cases. This is in light of the current scrutiny on artificial intelligence (AI) use broadly across society. The authors address this from a research perspective and show how this advanced AI tool can be implemented in organizations for the benefit of employees. Findings Affective computing or Emotion AI is still relatively unknown, and yet, it is already part of our daily lives. Emotion AI platforms have the potential to be an essential part of HR tools. It is crucial, however, to use this technology in an ethical and responsible manner. Originality/value There is little awareness and understanding of use cases of affective computing tools in organizations, particularly for the well-being of the workforce. This paper provides HR leaders, managers and researchers with an overview of the origins of the field and major considerations for responsibly implementing Emotion AI to support employee mental health.

Recruiter's perception of artificial intelligence (AI)-based tools in recruitment

Artificial intelligence (AI) technologies have advanced to the point where they can automate large parts of the hiring process and in consequence transform the role of recruiters or Human Resource professionals. However, there is little research on how recruiters perceive AI, and little is known about the motivations or factors that influence the use of AI in their workplaces. This study examined recruiters' intentions to use AI by extending the unified theory of acceptance and use of technology (UTAUT) to include the frequency of AI use and education. Data were obtained from a web-based survey with 238 demographically balanced participants. Hierarchical regression analysis was applied for data analysis and hypothesis testing. The results showed that behavioral intention was significantly and positively influenced by performance expectancy, and the moderating effect of frequency of AI use, while gender, age, experience, and education had no significant impact. Efficiency gains, time savings and automation emerged as the most important benefits, while lack of human judgment was the main disadvantage of AI use in recruitment.

The Impact of Morale and Work Experience on Hotel Employee Performance

Human resources are an important aspect of the industry to achieve industrial goals, where industrial goals are carried out if in the industry there are potential and professional human resources, it can provide quality improvement and industrial quality. The objectives of this study include determining the relationship between morale and employee performance, to find out the experience of work on employee performance. This research method uses a total sample of 82 respondents with a saturated sampling method. The results of this research prove that variable morale has a positive and significant impact on employee performance where if morale increases, employee performance will also increase, activity experience affects positively and is important to employee abilities whereas if work experience increases employee performance will also increase. Assessing that morale and good work experience will improve employee performance in hotels.
 Keywords: Morale; Work Experience; Performance; Employees; Hotels

Remote working during COVID-19 in Sri Lanka: lessons learned and what the future holds

PurposeThis paper aims to explore how Human Resource Management (HRM) practices were adopted to implement and manage remote working during the COVID-19 pandemic and identify whether and how remote working would/should continue in the future, in a developing and a unique cultural set up in the Asian context.Design/methodology/approachThe study was conducted using qualitative methodology with semi-structured, in-depth interviews with 26 Human Resource Professionals (HRPs) of different industries in Sri Lanka. The information was collected in two phases; at the initial stages of the pandemic during May–June 2020 and after one year and four months, in October–November 2021.FindingsThe findings explain the different HRM activities executed by HRPs, such as employee engagement activities, setting guidelines, employee support, performance management and training, to make remote working successful when it was implemented as an emergency and involuntary work arrangement with the advent of the COVID-19 pandemic in Sri Lanka. However, over time, the interest and interventions of HRPs appeared to have dwindled, and many companies are waiting to revert to on-site work when the pandemic situation settles. It appears that remote working will remain a transitory work arrangement to respond to crises or exceptional circumstances rather than a permanent work arrangement for many companies in Sri Lanka.Originality/valueThe study contributes to and expands the knowledge of HRM in managing remote working during and beyond the pandemic in a developing Asian country perspective and the suitability of remote working and HRM practices for specific national cultural contexts.

COVID in Australia: HR managers' challenges and opportunities

Transitions to working from home due to the COVID pandemic led to a proliferation of literature and industry reports on changed work practices. However, this study set out to advance understanding of how human resource professionals managed the crises – adding to the limited literature on this perspective. Data was collected during late 2020/early 2021 through interviews with human resource professionals. Data was analysed using coding techniques enabling findings to be organised into relevant concepts and categories. Contributions to practice include the range of challenges and opportunities associated with working from home, which are outlined here as technical and behavioural recommendations. These include the need for improved IT support and IT literacy across the workforce; issues linked to employee isolation, managing privacy, workload, and the management of remote employees. This paper draws on institutional theory, stressing the importance of context in shaping HRM strategies in times of crises.

Exclusionary Logics: Constructing Disability and Disadvantaging Disabled Academics in the Neoliberal University

Contemporary academia features managerialism and neoliberal thinking, consequent of an increasingly dominant market logic. This article draws on interviews with disabled academics, line managers, human resources professionals, estates staff, health and safety staff, and trade union representatives, alongside university policy documents, to discuss the impact of this logic on the experiences of disabled academics. Understandings of disability across professional groups were divorced from institutional rhetoric of Equality, Diversity and Inclusion, aligning more clearly with market logic, manifest in performance management and idealised notions of academic work. Unlike students, disabled academics are required to navigate hostile policies and procedures. Their diagnoses are used in points of dispute relating to performance, or as an obstruction to dismissal tolerated out of legal obligation. This article illustrates the need for a change in university institutional logics to undo the damaging limitations of following market models of education.

Untangling the influence of green human capital on green supply chain management practices through environmental education and internal environmental management

PurposeThis paper aims to investigate the impact of green human capital (GHC) on green supply chain management (GSCM) practices (environmental education and internal environmental management) and sustainable supply chain performance.Design/methodology/approachThis study used a survey method to collect data from 350 randomly selected manufacturing firms in China, including supply chain and human resource professionals from the period of December 2021 to June 2022.FindingsThe partial least squares-structural equation modeling version 4 is applied to assess the data and test the hypotheses. Under the notion of resource-based view theory, the findings demonstrate that GHC has a positive and significant relationship with GSCM practices (environmental education and internal environmental management) and that GSCM practices are positively associated with the sustainable supply chain performance.Practical implicationsThis study offers implications for Chinese manufacturing firms to use GHC on dimensions of GSCM implementations for achieving environmental, financial and social performance.Originality/valueThis study finds that GHC as a critical enabler for implementing GSCM practices, resulting in more robust and better sustainable supply chain performance (environmental, financial and social performance).

Board gender diversity, quotas and critical mass theory

PurposeThe corporate communications literature recently focused on corporate board gender diversity, specifically looking at two central aspects: gender quotas and equitable target percentages for women on corporate boards. This paper extends the debate by focusing on board gender diversity and critical mass theory.Design/methodology/approachThe paper gives a conceptual viewpoint on the issues raised in the literature on board gender diversity through a critical mass theory lens.FindingsFollowing the 2022 European Union (EU) directive, all EU member states will have to attain a 40% women representation on large corporate boards to achieve board gender diversity and what has been termed a “critical mass”. However, the literature indicates that gender diversity benefits may not be achieved if a critical mass is not composed of independent women directors who create a voice that produces a collective action. The authors highlight why a critical mass may not be achieved. The inconsistency in prior research linking corporate board gender diversity to economic performance may result from the critical mass of women directors not reflecting an independent collective action. However, as gender-diverse boards evolve, the authors argue that women will not just be seen as female directors but will be accepted on equal terms with their male counterparts and have an equal voice; gender will no longer be an issue and critical mass theory may then become irrelevant.Practical implicationsFrom a corporate communications perspective, this study will focus the minds of human resources (HR) professionals on the importance of the composition of women on corporate boards if the HR professionals wish to obtain the full potential benefits of board gender diversity. Theoretically, this study highlights the importance of critical mass and collective action when researching the economic benefits of corporate board gender diversity. Investment analysts may wish to look more closely at the structure of corporate boards and not just the numbers.Originality/valueThis paper gives a conceptual viewpoint on the critical mass theory and corporate board gender diversity, identifying that it is not just the numbers that are important but also the issue of minority independence and collective action, and this is, therefore, unique in this respect. Future research should identify if a critical mass (not just numbers) of women on corporate boards has been achieved. Only then that the linkage, based on critical mass theory, between board gender diversity and corporate performance/profitability can be made. Knowing whether board sizes are being increased to accommodate the added female directors would be also interesting, or will the new female directors replace existing male directors? However, the most important research question, once gender diversity has been achieved, could be: Is critical mass theory relevant with respect to board gender diversity?

Leadership in interProfessional healthcare practice (IPHP): Readiness, roles, and compentencies for healthcare managers and human resource professionals

PurposeThis paper focuses on leadership in interprofessional healthcare practice in general; and the readiness of both healthcare management trainees in healthcare management programs and certified human resource management professionals to facilitate and/or lead interprofessional healthcare practice in particular. The authors identify and analyze consensus among two panels made up of 20 healthcare professionals and 35 healthcare management educators. The analysis covers the role human resource (HR) professionals should play in interprofessional healthcare practice (IPHP) and the competencies that both healthcare management trainees and human resource managers should possess in order to facilitate thetransformation of healthcare organizations from professional to interprofessional practice. Authors also assess the readiness of healthcare management education trainees and certified human resource management professionals to lead IPHP.Design/methodology/approach: This study adopted a cross-sectional design to guide the documentation and assessment of participants’ responses using a modified delphi technique, a nominal technique, and extant literature. Inductive and deductive methods in combination with open, axial, and selective coding were utilized to determine and analyze emerging consensus from the panel of experts. FindingsThere is a convergent of emergent themes on perceived roles and competencies for IPHP leadership from both the panel of healthcare professionals and the panel of healthcare management educators. The themes are also relevant to both organizational change variables and barriers to IPHP, documented in the literature. There is a gap between perceived roles and recommended competencies and the following: the standards for both the Society of Human Resource Management (SHRM) professional certifications, Commission on theAccreditationof Healthcare Management Education (CAHME) accreditation, recommended core competencies by the Interprofessional Education Collaborative(IPEC), and the degree of interprofessional education penetration in healthcare education programs. These findings underscore the deficit in interprofessional healthcare practice leadership readiness among healthcare management trainees and human resource professionals. Authors make specific recommendations on IPHP leadership for healthcare management training and human resource professional preparation.

Well-being as Need Fulfillment: Implications for Theory, Methods, and Practice.

The most prominent concept championed by human resource professionals, point solution providers, and the mental health care industry is the construct of holistic well-being. Despite the tremendous attention focused on well-being, the concept lacks theoretical consensus among its proponents. Like the concept of engagement, this field cries out for clearly stated definitions that embed the concept within a theoretical framework, allowing theory development to avoid the prolific category errors of the past 50years. This paper argues for a more sophisticated approach to the concept of well-being, grounding it in the vast psychological literature on human motivation. Herein lies the contribution of our paper; we argue that the apparent diversity of operational definitions employed by academics and practitioners can be understood as tentative attempts to draw ever nearer to key motivational concepts, without ever quite getting there. We review the leading definitions of well-being in the literature and find that they are reducible to a core set of human motives, each backed by full research traditions of their own, which populate a comprehensive model of twelve human motivations. We propose that there is substantial value in adopting a comprehensive motivational taxonomy over current approaches, which have the effect of "snowballing" ever more dimensions and elements. We consider the impact of setting well-being concepts in existing motivational constructs for each of the following: (a) theory, especially the development of well-being frameworks; (b) methods, including the value of applying a comprehensive, structural approach; and (c) practice, where we emphasize the practical advantages of clear operational definitions.

Turnover intention and its antecedents: The mediating role of work-life balance and the moderating role of job opportunity.

Due to the higher attrition rate in higher education institutions (HEIs), the attraction and retention of top talents in higher education have become a challenge for human resource (HR) professionals. The primary area of discussion among business executives and HR professionals is how top talent can be retained and maintained. Thus, the purpose of this study is to examine the impact of human resource management practises (HRMPs), oraganisational reputation (OGR), occupational prestige (OPP) and work-life balance (WLB) on turnover intention (TOI) of the academics working in HEIs. The study also aims to examine WLB as a mediator and job opportunity (JBO) as a moderator of the relationships mentioned above. Data collected through an online survey from 466 respondents were analysed using partial least square structural equation modelling. The findings of the study showed that OGR, OPP and WLB were negatively related to TOI. However, the impact of HRMPs on TOI was not direct; instead, it was mediated by WLB. The findings also demonstrated that WLB significantly mediated the relationship between OGR and OPP. Furthermore, the results also confirmed that JBO significantly moderated the relationship between WLB and TOI. The findings of the study provide guidelines for a comprehensive retention strategy and a holistic model of academics TOI that can assist HR professionals, policymakers and management in developing an effective strategic recruitment and retention plan.

On whose side are you: perspective-taking and attribution of blame in handling sexual harassment complaints

PurposeThe authors aim to explore how perspective-taking and attribution of blame lead to side-taking by human resource professionals (HRPs) when making judgements and handling complaints of sexual harassment.Design/methodology/approachEmploying qualitative methodology, the authors used semi-structured in-depth interviews with 35 HRPs from 30 companies in Sri Lanka. Attribution theory and perspective-taking were used as theoretical lenses.FindingsIn handling complaints of sexual harassment incidents, HRPs take the perspectives of the alleged perpetrator, complainant, or the company and attribute the blame to the alleged perpetrator or the complainant. Irrespective of the gender of the HRPs and the perspective they take, they would most often blame the female complainants due to sexual harassment myths and misperceptions and traditional sex-role beliefs. Thus, they either take the side of the alleged perpetrator or the company, explicitly/implicitly or intentionally/unintentionally.Originality/valueThe central originality of this research is the finding that HRPs take sides in resolving complaints of sexual harassment and perspective-taking and attribution of blame by HRPs lead to this side-taking in organisational settings.

Getting a Worker: Recruiters, Culture, and On‐the‐Job Skilling1

This article explores the relationship between employer hiring for skill and cultural matching. Using 68 semi‐structured interviews with recruiters and human resources professionals, I argue that costly on‐the‐job skilling can push employers to try to stabilize their workforce by, among other things, hiring socially similar applicants. Recruiters for high turnover cost roles considered cultural matching essential to their work, while in other cases it played little to no role. I conclude by discussing the implications of hiring‐for‐fit and on‐the‐job skilling for scholarship on labor markets and social inequality.