Human Resource Professionals Research Articles

Strategic Onboarding: Tailoring Gen Z Transition for Workplace Success

Managers and human resource professionals must possess the requisite abilities of generational awareness to effectively match the distinct attributes exhibited by various age cohorts within the overarching objectives of the firm. Organizational leaders must understand the four major age groups that constitute the workforce: the Traditional Generation, the Baby Boomers, Generation X, Generation Y, also known as the Millennials, and Generation Z. A recent study conducted by McKenzie reveals that several factors, namely financial incentives, career advancement opportunities, flexibility in the workplace, and a sense of purpose at work, have a significant impact on employee retention (The Gen Z Equation, 2023). Schroth (2019) suggests that providing appropriate onboarding procedures would result in increased productivity among the Gen Z cohort in the workplace. This study’s primary focus examines Gen Z’s preferences for leadership styles, perceptions regarding organizational culture, and how these affect Gen Z’s learning approaches. The findings are utilized to generate recommendations and strategies for effectively preparing Generation Z for the workforce by implementing strategic orientation and onboarding practices.

Evaluating human resources management literacy: A performance analysis of ChatGPT and bard

This study presents a comprehensive analysis comparing the literacy levels of two Generative Artificial Intelligence (GAI) tools, ChatGPT and Bard, using a dataset of 134 questions from the Human Resources (HR) domain. The generated responses are evaluated for accuracy, relevance, and clarity. We find that ChatGPT outperforms Bard in overall accuracy (84.3% vs. 82.8%). This difference in performance suggests that ChatGPT could serve as a robotic advisor in transactional HR roles. In contrast, Bard may possess additional safeguards against misuse in the HR function, making it less capable of generating responses to certain types of questions. Statistical tests reveal that although the two systems differ in their mean accuracy, relevance, and clarity of the responses, the observed differences are not always statistically significant, implying that both tools may be more complementary than competitive. The Pearson correlation coefficients further support this by showing weak to non-existent relationships in performance metrics between the two tools. Confirmation queries don't improve ChatGPT or Bard's response accuracy. The study thus contributes to emerging research on the utility of GAI tools in Human Resources Management and suggests that involving certified HR professionals in the design phase could enhance underlying language model performance.

The role of management accounting in human capital management: Lessons from the services sector

Purpose: The article examines the role of management accounting in managing human capital, a key intangible asset for services sectors. Considering new expectations regarding the role of management accountants and human resource professionals, the article explores the ability of the disciplines to collaborate in becoming more strategic.Design/methodology/approach: The article considers literature on the evolution of the two disciplines, including archetype views on the role of management accountants, and presents case study analysis of a German information technology firm and a Dutch bank. Semi-structured interviews were conducted with senior managers from both the companies.Findings/results: From the interviews, it appeared that management accountants play the role of business partner but stop short of acting as comprehensive integrator of human capital information. While both companies have innovated in measuring and valuing human capital, human resources and finance analytics teams tend to work on their own and accountants remain ad hoc advisors.Practical implications: Efforts to refine the business case and value human capital fail to fully mainstream, as collaboration across departments remain loose. Innovations in soft management controls leave an impression of loose coupling between subsystems rather than comprehensively planned and integrated soft management control systems.Originality/value: The study defines complementarity between two disciplines, both seeking to account for and manage intangible assets more effectively. It concludes with lessons for researchers and practitioners on the development action-to-value pathways, improving non-financial metrics and purposefully shaping soft control systems.

A Feasibility Study on the Application of Artificial Intelligence on the Human Resource Practices among Manufacturing Companies in China

This paper presents a feasibility study on the integration of artificial intelligence (AI) into human resource (HR) practices within the manufacturing sector of China. With the rapid advancement of AI technologies, industries worldwide are exploring its potential applications to streamline operations and enhance efficiency. However, the adoption of AI in HR functions, particularly within manufacturing companies in China, remains relatively unexplored. This study aims to assess the feasibility of implementing AI-driven solutions in various HR processes such as recruitment, training, performance evaluation, and employee engagement. The research methodology involves a combination of qualitative and quantitative approaches. Primary data will be collected through surveys, interviews, and focus group discussions with HR professionals, managers, and employees from a diverse range of manufacturing companies across different regions in China. Additionally, secondary data from relevant literature, industry reports, and case studies will be analysed to gain insights into current trends, challenges, and best practices associated with AI adoption in HR. Key factors influencing the feasibility of AI integration will be examined, including technological readiness, organizational culture, regulatory environment, cost-benefit analysis, and potential socio-economic implications. The study will also explore the perceived benefits and concerns regarding the use of AI in HR practices, such as improved recruitment accuracy, enhanced employee productivity, data privacy concerns, and ethical considerations. Furthermore, the research will identify potential barriers and enablers to successful AI implementation and provide recommendations for policymakers, HR practitioners, and organizational leaders to navigate the challenges and leverage the opportunities presented by AI in the manufacturing sector. By shedding light on the feasibility and implications of AI adoption in HR practices, this study seeks to contribute to the ongoing discourse on the future of work and technological innovation in China's manufacturing industry.

Human resources challenges in global health organizations: Managing a diverse and dispersed workforce

In the dynamic landscape of global health organizations, Human Resources (HR) faces unique challenges in managing a diverse and dispersed workforce. This review explores the multifaceted issues that HR professionals encounter while navigating the intricacies of global health settings. One of the foremost challenges is the diversity inherent in the workforce of global health organizations. These entities often bring together professionals from diverse cultural, educational, and professional backgrounds, creating a melting pot of perspectives and approaches. HR must devise strategies to foster inclusivity, address cultural differences, and promote effective communication to harness the collective strength of this diverse talent pool. Furthermore, the dispersed nature of global health organizations presents a logistical challenge for HR management. With teams spread across different geographic locations, time zones, and cultural contexts, coordinating and integrating human resources practices becomes inherently complex. Virtual collaboration tools and innovative communication strategies become imperative to bridge the geographical gaps and create a cohesive organizational culture. Managing talent retention and development in such a context becomes crucial. HR professionals need to design policies and programs that cater to the professional growth and well-being of employees regardless of their physical location. This involves implementing virtual training programs, mentorship initiatives, and performance evaluation systems that transcend geographical boundaries. Moreover, compliance with local and international labor laws adds another layer of complexity to HR management in global health organizations. Navigating the legal landscape and ensuring adherence to diverse regulatory frameworks require a nuanced approach and continuous monitoring. Human Resources faces a myriad of challenges in global health organizations, from fostering diversity and inclusion to navigating the complexities of a dispersed workforce. Successfully addressing these challenges demands a strategic and adaptive HR approach, leveraging technology, cultural sensitivity, and innovative practices to create a unified and thriving global health workforce.

Opportunities and Challenges of Nepal’s Health Systems: A Critical Study in Federal Context

This paper aims to analyze the health system in Nepal by exploring different opportunities and challenges. It takes an integrated approach to define and analyze the health system. The paper employs secondary sources of data and then follows a systematic review approach. The major findings include that the health system in Nepal is making remarkable progress after the federal system was adhered to in 2015, and there are several opportunities with changing political and economic contexts. However, some policy-level issues, problems related to health governance, issues of skilled and professional human resources, poor financing, weak regulatory and monitoring systems, and community empowerment are some of the critical challenges to addressing the health system in Nepal. The conclusions of the paper can contribute to the policymakers, health researchers, and health professionals in Nepal and beyond.

Digital transformation in banking: The HR perspective on managing change and cultivating digital talent

Digital transformation in the banking industry has become imperative for staying competitive in today's fast-paced technological landscape. This review explores the human resources (HR) perspective on managing change and cultivating digital talent within the banking sector. In the era of digital disruption, banks are redefining their business models and processes to embrace the advantages of emerging technologies. The focus is not only on implementing advanced digital solutions but also on reshaping the workforce to navigate this transformative journey successfully. The role of HR in this context is pivotal, as it involves orchestrating organizational change, fostering a culture of innovation, and nurturing a pool of digital-savvy talents. Managing change is a critical aspect of digital transformation, and HR professionals play a key role in ensuring a smooth transition. This involves creating awareness, fostering a change-ready mindset, and aligning employees with the strategic objectives of digital initiatives. HR teams are instrumental in designing and implementing training programs to upskill existing staff, enabling them to adapt to the evolving digital landscape. Cultivating digital talent is another essential aspect that demands the attention of HR departments in banking institutions. Identifying, attracting, and retaining individuals with the right skill sets is crucial for building a workforce capable of driving digital innovation. HR strategies should focus on developing a talent pipeline that aligns with the organization's digital goals, encompassing not only technical expertise but also fostering a mindset of continuous learning and adaptability. This review sheds light on the HR perspective in the digital transformation journey of the banking industry. It emphasizes the importance of managing change effectively and cultivating a workforce equipped with the digital skills necessary to propel the sector into the future of finance.

Exploration of Human Resource Management in Enterprise Business Management

Human resource management is an integral part of enterprise operation and management, contributing to the avoidance of financial risks, alleviation of performance problems, promotion of organizational development, enhancement of operational efficiency, and fostering sustainable enterprise development. Enterprise management should prioritize attention to human resource management by establishing an independent human resource management department and strategically planning human resource management tasks. This involves building an information management platform, developing a professional human resource management model to mitigate market risks, actively recruiting human resource management talents to form a competent team, and enhancing the human resource management and supervision system. These measures are essential for comprehensively improving the level of enterprise operation and management.

Analisis Daya Saing Pariwisata Halal di Provinsi Banten

Indonesia is a country that has natural resources from a variety of cultures and ethnicities. Banten Province has beautiful and religious natural charm, making it a halal tourist destination, both locally and internationally. The aim of the research is to analyze strategies to increase the competitiveness of halal tourism in Banten Province. The research method uses a qualitative descriptive approach with in-depth interview techniques. Primary data was obtained from interviews with competent informants including the Banten Regional People's Representative Council, the Banten Provincial Tourism Office, the Indonesian Ulema Council and several Tourism Associations in Banten. and the Ministry of Tourism and Creative Economy. Qualitative data analysis using NVIVO software. The research results prove that to increase the competitiveness of halal tourism in Banten Province, the Tourism Office has taken strategic steps, including: The strategies used by the Banten provincial government in order to optimize halal tourism, namely conducting comparative studies, e-commerce or digital based tourism, Professional Human Resources Training, Infrastructure Development, Ease of Road Access

Measuring HR Analytics Application and HR Analytics Competencies of HR Professionals: Towards Operationalization from Conceptualization

Human Resource (HR) analytics plays a crucial role in bridging the gap between subjective and objective HR practices, revealing that HR decisions are not solely based on theory and applications but also on numerical evidence. Assessing the extent of HR analytics applications helps management understand "where we are" and "where to go" in terms of HR analytics practices. However, the adoption of HR analytics doesn't happen automatically; there must be internal motivating factors within the organization. One key factor is the HR analytics competency of HR professionals, which significantly boosts the application of HR analytics. Therefore, evaluating the competencies of HR professionals helps them gauge "where am I" and "what areas should I focus on mastering" in terms of HR analytics competencies. This article introduces two instruments for measuring HR analytics applications in the organization and the HR analytics competency of HR professionals, utilizing a 5-point Likert scale measurement. The validity and reliability of these instruments are ensured, and the measurements are developed based on a combination of literature findings and the researchers' insights. These two sets of instruments are anticipated to assist organizations and HR professionals in gauging their respective levels of HR analytics application and competencies.

Should I adopt AI during talent acquisition? Evidence from HR professionals of Indian IT organisations

PurposeThe purpose of our study was two-fold: (1) to examine the effect of perceived value derived from perceived benefits and sacrifices in the adoption of artificial intelligence (AI) in talent acquisition and (2) to investigate the moderating role of human resource (HR) readiness in the association between perceived value and AI adoption intention.Design/methodology/approachA structured questionnaire was administered to 198 talent acquisition executives and HR professionals of Indian IT companies based on a purposive sampling technique. Partial least squares structural equation modeling (PLS-SEM) was used on the Smart PLS 2.0 platform to analyse the data and test the model.FindingsResults revealed that perceived benefits and sacrifices significantly predict perceived value which significantly affects the HR professional’s AI adoption intention. The study further found that HR readiness moderates the link between perceived value and the intention of HR professionals to adopt AI in the talent acquisition process in the Indian IT industry.Practical implicationsIT companies are advised to continuously monitor and evaluate the performance of AI tools to ensure that they are meeting the recruitment process needs to leverage AI’s benefits in talent acquisition. This study seeks to provide the impetus for a planned AI adoption in talent acquisition.Originality/valueThis research provides ample evidence for the existing technology adoption theories. It explored the predictors of adoption by validating the value-based adoption model in the Indian context. It provides valuable insights into the practice of acquiring talents in the IT sector using artificial intelligence.

THE ROLE OF HR IN PROMOTING MENTAL HEALTH AND WELL-BEING IN HEALTHCARE SETTINGS: A COMPREHENSIVE REVIEW

This review delves into the critical role that Human Resources (HR) plays in fostering mental health and well-being within healthcare settings. The healthcare industry, known for its demanding and high-stakes nature, places substantial strain on the mental health of its workforce. Recognizing the impact of mental well-being on both individual performance and patient outcomes, this comprehensive review explores the multifaceted responsibilities of HR in addressing mental health challenges. The paper examines HR strategies that aim to create a supportive and healthy work environment for healthcare professionals. These strategies include the implementation of employee assistance programs, stress management initiatives, and mental health awareness campaigns. The review highlights the importance of destigmatizing mental health issues within the healthcare workforce, emphasizing HR's role in fostering a culture that encourages open communication and seeks to remove barriers to seeking help. Additionally, the paper explores HR's involvement in talent acquisition and retention, recognizing the link between job satisfaction, mental well-being, and overall staff retention in healthcare settings. It discusses recruitment practices that prioritize the holistic well-being of employees and the role of HR in developing and implementing policies that promote work-life balance. Furthermore, the review explores the incorporation of mental health training and education into HR programs, ensuring that healthcare professionals possess the necessary tools to manage stress and navigate the challenges inherent in their roles. The review concludes by underlining the need for a collaborative approach between HR professionals, healthcare leadership, and employees to create a workplace culture that prioritizes mental health, ultimately benefiting both the well-being of healthcare professionals and the quality of patient care.
 Keywords: HR, Mental Health, Healthcare, Well-being, Review, Management.

Interview Anxiety of Job Applicants in Relation to Age, Gender, and Academic Performance

Interview anxiety is a prevalent issue among job applicants. It poses a significant threat to applicants' interview performance. Past studies suggest a substantial gap in the comprehension of the various factors that can influence the anxiety experienced by job applicants during interviews. The goal of this research was to explore the interview anxiety of male and female job applicants in relation to their age and academic performance. A personal information form along with the adapted Bangla version of the Measurement of Anxiety in Selection Interview (MASI) scale was applied to 260 job applicants selected purposively from different public universities in Dhaka city. In the present study, a cross-sectional survey design was employed and data were analyzed by using independent sample t-tests, Pearson product-moment correlation analysis, and stepwise multiple regression analysis. The results of the study indicated that females experience more anxiety in the selection interview than males. For both males and females, there was a positive correlation between age and interview anxiety, and academic performance was negatively correlated with interview anxiety. The results further revealed that, for both males and females, age and academic performance could predict interview anxiety where academic performance was the strongest predictor of interview anxiety. These findings may be useful to employers and human resource professionals concerned with these issues and to raise awareness regarding the interview anxiety of job applicants. Jagannath University Journal of Science, Volume 10, Number II, Dec. 2023, pp. 136-144

Workplace Leadership Development Practices: An Environmental Scan

Effective workplace leadership development programs are considered critical to organizational adaptive capacity and sustainability. The purpose of this exploratory study is to conduct an environmental scan of contemporary practices and approaches to leadership and management development programs in Australian workplaces. An online survey was distributed to a sample of Australian human resource professionals given the field’s strong practitioner orientation. The survey sample includes members of the Australian Human Resources Institute (AHRI), the professional body for human resource professionals and practitioners in Australia. The findings indicate a substantial majority of the current practice is not informed by evidence-based theory or practice. The most commonly used model is 70:20:10, which lacks a coherent evidence base and has been widely criticized for that reason. The findings point to the frequent application of bespoke leadership frameworks and significant theory–practice gaps. While organizations cite “ensuring delivery of business results”, as the main driver for instigating leadership development programs, with support from top management being crucial to the effectiveness and success of leadership development programs/interventions, evaluation and measurement of impact and return on investment remains problematic. Based on these insights, we present a future research agenda for monitoring and evaluating leadership development programs that will build a stronger theoretical foundation to inform evidence-based practice.

HR practices, service orientation and employee outcomes: a regulatory foci

PurposeUnderstanding employees’ multi-dimensional motivations is at the core of realizing the potential of a well-designed human resource (HR) system. This study aims to investigate whether the effects of HR practices on employee motivations, and their performance would be dependent on the service orientation of HR department.Design/methodology/approachThe authors collected data in two surveys: a pilot survey and a main survey with a two-wave design. The pilot survey with 93 respondents was to verify the newly developed HR service orientation scale. In the main survey, a total of 276 supervisor-subordinate pairs from 48 companies were valid for analysis.FindingsThe authors find support for their hypothesis that promotion-oriented motivation mediates the relationship between discretionary HR practices and employee outcomes [in-role performance and organizational citizenship behavior (OCB)]. Furthermore, the indirect effect of discretionary HR practices on employee outcomes is stronger when the HR service orientation is higher. Transactional HR practices, however, are not evidenced to relate to employee prevention-focused motivation and outcomes.Practical implicationsThe findings illustrate a comprehensive process of HR practices on employees’ multi-dimensional motivations. High service skills of HR professionals in handling internal employees’ needs could amplify employees’ promotion-focused motives, which in turn increase their in-role performance and OCB.Originality/valueIn sum, the authors' study contributes to both human resource management (HRM) and employee motivation literature by demonstrating the different impacts of discretionary and transactional HR practices on employees’ motivations. In addition, by revealing HR service orientation as an important contingency factor, the authors shed greater light on when and how HR practices can motivate employees.

Efforts Required for Bum Desa Development Need to be Undertaken in Tarokan Sub-District

The existence and development of Dhoho Kediri Airport will have an impact on changes in economic aspects, especially for Bum Desa. The changes that occur will provide development to other sectors such as trade and services, industry, and other economic activities. This research aims to find out the development efforts of village bum that need to be done in Tarokan sub- district. This research uses a qualitative research method. The research place IS in five Tarokan sub-districts, the research time is in August to September 2023. Informants in this study are 10 people. The results of this study BUM Desa development efforts in Tarokan sub-district need to be focused on aspects: legal entity status of BUM Desa; capital; type of business; and governance as well as management of professional human resources.

Impact of Digitization on Human Resources: Challenges and Opportunities

As businesses undergo rapid digital transformation, the integration of advanced technologies and digitization has become a prominent driver of organizational success. The adoption of digital tools and platforms has significantly influenced the field of human resources (HR). This study delves into the impact of digitization on HR practices, highlighting the challenges and opportunities faced by HR professionals in the digital age. The study investigates how digitization has streamlined HR processes, such as talent acquisition, performance management, learning and development and employee engagement. It explores the various technological solutions utilized by HR departments, including artificial intelligence, machine learning, data analytics, and cloud-based HR management systems. Additionally, the study analyzes the implications of digitization for the workforce, examining the evolving roles and skill sets demanded of HR professionals in managing digital tools and handling data-driven decision-making. Furthermore, the study investigates the challenges HR departments encounter in their journey towards digitization. These challenges encompass concerns about data privacy, security, and ethical use of employee data, as well as resistance to change from employees and traditional HR practitioners. Additionally, the present research explores potential biases embedded in algorithms and automated HR processes, raising critical questions about fairness and inclusivity in a digitalized HR environment. The study also sheds light on the opportunities digitization presents for HR departments to become strategic partners in shaping organizational growth and performance. By leveraging data-driven insights, HR professionals can enhance workforce productivity, identify skill gaps, and predict future talent needs. Moreover, digital HR tools enable personalized employee experiences, fostering greater job satisfaction and retention. This present study concludes with recommendations for HR leaders and organizations to effectively embrace digitization while navigating the challenges.

Mathematical Modeling for Non-Linear Behaviorial Analysis of Job Embeddedness on Organization with Improved Statistical Tools

This research endeavors to enhance our understanding of job embeddedness within organizations by employing advanced mathematical modeling and statistical tools to analyze its non-linear behavioral dynamics. Job embeddedness refers to the extent to which an individual feels deeply connected to their job, colleagues, and the organization, which has significant implications for employee retention, performance, and organizational success. Our study applies cutting-edge statistical techniques, such as nonlinear regression models, machine learning algorithms, and network analysis, to decipher the complex interplay of factors that contribute to job embeddedness. By examining various intrinsic and extrinsic factors, including job satisfaction, organizational culture, social networks, and employee engagement, our mathematical models aim to provide a comprehensive perspective on the phenomenon. Through a rigorous analysis of large-scale organizational datasets, we uncover hidden patterns, nonlinear relationships, and critical tipping points that influence job embeddedness. This research not only contributes to a deeper theoretical understanding of job embeddedness but also offers practical insights for organizational leaders and human resource professionals to design targeted strategies for fostering employee commitment and reducing turnover. Ultimately, our mathematical modeling approach improves the accuracy of predicting and managing job embeddedness within organizations, thereby assisting businesses in creating more engaged, satisfied, and embedded workforces.

Work-life balance and its impact in modern organizations: An HR review

Work-life balance has become a critical aspect in modern organizational management, drawing attention from human resources professionals who play a pivotal role in shaping workplace policies. This paper provides a comprehensive review of the concept and its impact on contemporary organizations, emphasizing the role of Human Resources (HR) in fostering a harmonious work-life equilibrium. The contemporary workplace landscape is characterized by rapid technological advancements, globalization, and changing societal expectations, influencing employees' perceptions of their professional and personal lives. Achieving work-life balance is essential for employee well-being, job satisfaction, and overall organizational success. The HR department serves as a linchpin in crafting policies and initiatives that promote work-life balance, recognizing its profound impact on talent retention, productivity, and organizational culture. This review explores various strategies employed by HR professionals to enhance work-life balance, including flexible work arrangements, telecommuting options, and wellness programs. It delves into the challenges organizations face in implementing these initiatives, such as resistance from traditional workplace structures and the need to adapt to diverse employee needs. Additionally, the paper sheds light on the positive outcomes associated with successful work-life balance initiatives, such as increased employee engagement, reduced burnout, and improved organizational reputation. Furthermore, the paper examines the evolving role of HR in navigating the dynamic landscape of work-life balance, considering the integration of technology, changing demographics, and the impact of the COVID-19 pandemic on remote work trends. It emphasizes the need for HR professionals to adopt proactive approaches, leveraging data analytics and continuous feedback mechanisms to tailor policies that cater to the diverse needs of employees. In conclusion, this HR-focused review underscores the significance of work-life balance in modern organizations and highlights the strategic role of HR professionals in shaping policies that foster a healthy equilibrium between professional and personal spheres, ultimately contributing to enhanced employee well-being and organizational success.

HUBUNGAN KEAKTIFAN ORGANISASI SISWA INTRA SEKOLAH DAN DISIPLIN BELAJAR DENGAN HASIL BELAJAR PENDIDIKAN AGAMA ISLAM PADA SISWA SMPIT WIDYA CENDIKIA

To drive active OSIS activities, national educational leadership is needed, namely leadership that requires a stable system, adequate funding, professional human resources and has the following requirements or characteristics: Devotion to God Almighty, high intelligence, have a strong physique, broad knowledge, self-confidence, can be a member of a group, fair and wise, firm and take the initiative, have the capacity to make decisions, have emotional stability, be physically and spiritually healthy. Based on the conditions that must be met to become an OSIS leader or administrator, it turns out that it is not easy, apart from having the will, ability and knowledge, apart from that you also have to be able to manage your time as well as possible so that lessons are not disturbed and go through several selections. OSIS as the only student organization in the school, is a means of organizational training and a forum for activities for students at school, so it can be concluded that the progress and development of school activities is very dependent on the OSIS work program, leadership attitudes and basic knowledge regarding good organizational management and activities. OSIS administrators who are guided by OSIS supervisors. Seeing this important role and position, the OSIS needs to be managed as well as possible. Organizations in general can be interpreted as providing a structure or arrangement, namely in arranging/placing people in a cooperative group, with the aim of placing relationships between people in terms of their respective obligations, rights and responsibilities, determining the structure, relationship of duties and responsibilities. It is intended to organize an activity to lead to a common goal. Discipline is an action carried out in accordance with applicable regulations or doing something in accordance with applicable norms. Learning outcomes are sentences consisting of two words, namely, "results" and "learning" which have different meanings. This research was carried out at SMPIT Widya Cendikia Serang. The research object is students at SMPIT. This research uses a survey method with primary data collection