Human Resource Professionals Research Articles

An Introduction to ‘Agile for HR’ Through the Development of an Agile Operating Mindset

An understanding of Agile principles and a readiness mindset for human resources professionals play a crucial role in determining the application of Agile for HR in an organisational context. With the rise in extended and non-linear workforce configurations and geo-neutral team arrangements, Agile organisations necessitate that the nature of the HR function evolve from working through traditional architectural models and quickly adopting Agile models of functional excellence. The dearth of literature on understanding and implementing Agile practices in the HR function within enterprises requires a clear examination of the advantages of going Agile for HR. This essay explores the intuitive concept of Agile HR and operating schema, which can develop as a starting point in examining an understanding of how Agile practices in HR can evolve for sustainable enterprises and some challenges that are encountered.

Unveiling the nexus between corporate social responsibility (CSR) and employee satisfaction: a comprehensive bibliometric analysis

Purpose Researchers have tried analysing how the organizations’ practices of doing good can help improve their employees’ satisfaction over the past couple of decades. Employee satisfaction has a complicated relationship with a company’s corporate social responsibility (CSR) activities. Subsequently, the purpose of this paper is to conduct a bibliometric analysis and a literature review to trace the links between CSR and employee satisfaction, summarize and analyse the advances in this field, the knowledge gaps, publishing trends and further directions for future research. Design/methodology/approach The authors conducted a bibliometric analysis followed by a literature review of papers indexed in the Scopus database and published between 2000 and 2022. A total of 233 papers were identified, while 152 of them met the inclusion criteria for the analysis. Findings The subsequent analysis sheds light on the overlaps and connections between the two phenomena in human resource management (HRM). The authors outline potential avenues for future research and practical insight into how to leverage CSR activities for increasing work satisfaction. Originality/value By detailing the different ways CSR and employee satisfaction impact one another, analysing their relations and other supporting constructs, the authors contribute to the academic discourse by synthesizing prevailing literature and introducing practical guides for human resource (HR) professionals, managers and executives to manage turbulent surroundings more effectively, considering the major disruptions post-COVID-19 and the adoption of advanced technologies.

Reshaping vocational training: a study on the recognition of micro-credentials in job markets

PurposeThis study examines the perceptions of human resource (HR) professionals regarding the use of micro-credentials in the job market. The research explores the role of micro-credentials as emerging credentials in job requirements, continuing education, soft skills acquisition, job application evaluation (JAE) processes, qualification preferences in recruitment, salary/pay scale determination and promotional opportunities.Design/methodology/approachA quantitative research methodology was used to collect data through questionnaires distributed to 124 HR professionals.FindingsThe study finds that HR professionals recognize the value of micro-credentials in enhancing a candidate’s resume and aligning with their career objectives, as they offer personalized skill-building opportunities. However, some recruiters question the legitimacy of micro-credentials, perceiving them as informal and questioning their practical transferability.Originality/valueThis study highlights the importance for HR professionals to remain updated on emerging trends, adapt to the changing dynamics of the professional workforce and incorporate this into their recruitment and promotion policies. It also emphasizes the need for further investigation into the legitimacy of micro-credentials and their impact on the job market and presents the potential benefits of their integration into HR practices.

An Interview System Using AI Technology

The rapid advancement of artificial intelligence (AI) has led to innovative applications across various industries, and one such application is the development of an AI-based interview system. This system aims to enhance and streamline the traditional interview process by leveraging AI technologies to assess and interact with candidates. The AI- based interview system incorporates natural language processing (NLP), machine learning (ML), and sentiment analysis algorithms to analyze both verbal and non-verbal cues during interviews. By employing AI, the system can assess a candidate's communication skills, problem-solving abilities, and cultural fit within the organization. The system's machine learning algorithms continuously learn and improve over time, enhancing their ability to accurately evaluate candidates and predict their potential success within the company. The benefits of an AI-based interview system include increased efficiency in the hiring process, reduction in human bias, and the ability to handle a large number of interviews simultaneously. Furthermore, the system can provide data-driven insights to recruiters, aiding in evidence-based decision-making. While the development and implementation of an AI-based interview system pose ethical considerations and challenges related to privacy and bias, ongoing research and ethical guidelines are essential to address these concerns and ensure fair and transparent use of the technology. As technology continues to evolve, further research and collaboration between AI developers and human resource professionals are crucial to harness the full potential of this innovative tool in the hiring process.

Sustainable and ethical supply chain management: The role of HR in current practices and future directions

This study systematically reviews the integration of Human Resources (HR), sustainability, and ethics within the framework of supply chain management, illuminating the pivotal role of HR practices in enhancing the sustainability and ethical integrity of supply chains. Employing a systematic literature review coupled with content analysis, this research scrutinizes scholarly articles and case studies across various databases, focusing on the period from 2000 to 2024. The methodology hinges on precise inclusion and exclusion criteria to distill relevant literature, which is then subjected to rigorous content analysis to identify prevailing themes and insights. Key findings reveal that strategic HR practices, including talent management, training and development, and leadership cultivation, are central to embedding sustainability and ethical considerations into supply chain operations. These practices not only foster a culture of sustainability and ethics but also drive organizational change towards more sustainable supply chain models. The review identifies a dual challenge for sustainable supply chain management: the complexity of global supply chains and the increasing demands for transparency and ethical conduct, presenting both significant challenges and opportunities for innovation. Finally, the study underscores the critical role of HR in sustainable and ethical supply chain management, highlighting the necessity of integrating sustainability into HR practices. Strategic recommendations for organizations and HR professionals are provided to navigate the evolving landscape of supply chain sustainability. The study calls for further research into the dynamic interplay between HR practices and supply chain sustainability, particularly in the context of emerging technologies and global supply chain complexities.

ANALISIS PENGEMBANGAN PEGAWAI PADA DINAS PARIWISATA, PEMUDA DAN OLAHRAGA KABUPATEN NIAS

The need to obtain superior and professional human resources is highly expected by every organization. So much human resource development funding is spent for this purpose, but it often results in disappointment. In achieving its goals, organizations strive to create human resources who are reliable and have the ability by opening the mindset of human resources in the organization. Employee development is an integral part of talent management. Skills refer to the combination of knowledge, attitudes and behaviors that enable a person to succeed in a particular job or task. Employee development involves a series of efforts designed to improve individual abilities, knowledge and skills so that they can achieve better performance and be more relevant to job demands. By integrating talent management with employee development, organizations can create an environment where individuals feel valued, have opportunities to grow, and make greater contributions to the organization's success. This research used qualitative methods with informants as many as 8 employees at the Nias Regency Tourism, Youth and Sports Office. The research results show that the employee development program is designed to improve the skills, knowledge and abilities of employees so that they can make a greater contribution to their duties and responsibilities in carrying out their assigned tasks. With employee development carried out at the Nias Regency Tourism, Youth and Sports Department, employees experience increased skills, work motivation, work enthusiasm, job or position promotions as well as improving employee leadership, competence and performance through training activities and providing opportunities for employees to program further education.

Contextualizing islamic religious education in the 21st century in Indonesia

Education in the twenty-first century is essentially characterised by a contrast between Islamic education, which is seen in strict orthodoxy, and Western education, which tends to be secular. After this error was recognised, a concept known as the Islamization of science (a term used to describe the assimilation of Islamic principles into contemporary science) arose that attempted to reconcile Islam with knowledge. Moreover, internal issues within Islamic Religious Education itself are among the issues the organisation faces, necessitating the continuation of a structural dynamism process in order for it to endure and significantly impact the world. Islamic education faces a variety of issues in the twenty-first century, also referred to as the globalisation age. These issues include power dynamics and the direction of Islamic education, the professionalism and calibre of human resources, and curricular issues. Some people believe that practical demands, such as those of markets, fields, and employment, are the main influences on education. There is a loss of the essence of Islamic education as a basis for culture, morality, and social movement. Thus, in the twenty-first century, it is necessary to contextualise Islamic Religious Education. The findings demonstrated that the community's input, the educational process, and the educational product are the three principles that an Islamic educational institution uses to be adaptive. Several strategies, such as administrative modernization, structural differentiation, and capacity expansion, are employed in the 21st century to contextualise and dynamise Islamic Religious Education. Thus, the result of these contextualization efforts is the output of Islamic Religious Education, which also serves as an input for the community at large. This includes the production of political, economic, social, and cultural outcomes as well as changes in value systems.

A Study on Talent Tech Transformation: Revamping HR with AI

This study delves into the transformative potential of talent tech integration, specifically focusing on the revitalization of Human Resources (HR) through the infusion of Artificial Intelligence (AI). As AI continues to revolutionize various industries, its application in HR holds significant promise for enhancing efficiency, productivity, and strategic decision-making. This research investigates the hurdles and opportunities associated with integrating AI into HR practices. Through a comprehensive research methodology comprising literature review, surveys, and expert interviews, this study identifies key challenges confronting HR departments, including talent acquisition, retention, performance management, and organizational development. Moreover, it explores how AI-powered solutions can address these challenges by streamlining processes, optimizing workflows, and augmenting decision-making capabilities. By leveraging insights from this research underscores the interconnected nature of challenges in HR and the cascading impact they can have on organizational effectiveness. Furthermore, it offers recommendations for the implementation of standardized AI-driven processes and procedures to enhance HR operations, mitigate challenges, and foster organizational growth. Ultimately, this study contributes valuable insights for HR professionals, policymakers, and stakeholders seeking to harness the transformative potential of AI in revamping talent management strategies, thereby driving economic growth and development.

Factors Affecting the Adoption of HRIS: An Empirical Study Using Extended UTAUT2 Model

Human Resource Information Systems (HRIS) have become indispensable in modern businesses, reshaping the landscape of Human Resource (HR) service delivery. Despite their crucial role, the adoption and implementation of HRIS present persistent challenges influenced by diverse factors. This study delves into the adoption dynamics of HRIS and their practical utilization in developing countries, specifically in Bangladesh. Leveraging the Unified Theory of Acceptance and Use of Technology (UTAUT) model, the research incorporates Hedonic Motivation (HM) and Personal Innovativeness (PI) as additional factors, forming an extended UTAUT2 model. Employing a quantitative approach, survey data was collected from 255 respondents, including top-level management, HR professionals, and executives from public and private organizations in Chittagong and Dhaka, Bangladesh. Structural Equation Modeling (SEM) with the partial least squares (PLS) method through SmartPLS was employed for model validation. Results reveal that all selected parameters exert a positive and direct influence on HRIS adoption. The results aim to enhance comprehension of the intricate aspects of HRIS adoption, providing valuable insights for organizations to tailor implementation strategies. These findings are pertinent for policymakers and HR managers, offering insights into overcoming obstacles associated with HRIS adoption and optimizing HR practices, thereby contributing to organizational performance improvements.

Perceptions of on-the-job training in the light of empirical research

Aim: The aim of this paper is to present the results of an empirical study on workplace training, one of the tasks of human resource management, in which 80% of the survey sample works in law enforcement. Methodology: Completion of the questionnaire was voluntary and anonymous, and the questionnaire was 21-question survey to examine the confirmation or rejection of the hypotheses formulated in relation to the research objective. After the results were aggregated on a computer, the data were evaluated and analysed by statistical calculations. Findings: One of the key findings of the survey is that employees consider it very important to provide training in the workplace. In addition to vocational training, they consider it important to develop general competences, which they would like to see implemented several times a year, in an organised and planned way. For 43% of respondents, training is something that employees find out about by chance, when they find out what training the organisation organises in a given year. For only 20% of the sample, they are informed about the training and asked about the training they would like to attend, involving them in the choice. More than half of the respondents, 57%, would be happy to attend a non-professional training course given by a trainer from an external training organisation, and a further 26% would prefer to receive training from an external professional rather than from their own organisation. More than half of the respondents, 55%, believe that HR professionals could do more in this area in terms of training development in their workplace. 22% responded that HR staff could do much more in terms of training and training development. Value: The value of the study lies in the feedback from real employees, who provided insights into the practice of on-the-job training, obtained through empirical research. Finding, maintaining and retaining human resources is an increasingly challenging task for all human resources professionals, in both the public and business sectors. If employee feedback is taken into account by the organisation’s management, methods to promote retention, beyond financial recognition, can be identified through joint cooperation. On-the-job training helps individuals to develop and realise themselves, which, if it can meet the organisation’s strategy and objectives, can increase the effectiveness and efficiency of the organisation as a long-term workforce.

NAVIGATING THE FUTURE: INTEGRATING AI AND MACHINE LEARNING IN HR PRACTICES FOR A DIGITAL WORKFORCE

As organizations navigate the complexities of the digital age, the role of Human Resources (HR) is evolving to meet the demands of a digital workforce. This review explores the integration of Artificial Intelligence (AI) and Machine Learning (ML) in HR practices to enhance efficiency, effectiveness, and employee satisfaction in the digital era. AI and ML technologies offer HR departments the opportunity to streamline operations, improve decision-making processes, and enhance employee experiences. By leveraging AI and ML, HR professionals can automate routine tasks such as recruitment, onboarding, training, and performance evaluation, allowing them to focus on more strategic initiatives that drive organizational success. One of the key advantages of integrating AI and ML in HR practices is the ability to personalize employee experiences. These technologies can analyze large volumes of data to identify patterns and trends, enabling HR professionals to tailor programs and policies to meet the unique needs of individual employees. This personalization can lead to higher levels of employee engagement, satisfaction, and retention. Furthermore, AI and ML can help HR departments make more informed decisions by providing data-driven insights. These technologies can analyze employee data to identify areas for improvement, predict future trends, and develop strategies to address challenges proactively. By leveraging these insights, HR professionals can make strategic decisions that align with the organization's goals and objectives. However, integrating AI and ML in HR practices also presents challenges, such as data privacy concerns, ethical considerations, and the need for upskilling HR professionals to use these technologies effectively. Organizations must address these challenges to realize the full potential of AI and ML in HR practices. In conclusion, integrating AI and ML in HR practices offers organizations the opportunity to enhance efficiency, effectiveness, and employee satisfaction in the digital age. By leveraging these technologies, HR departments can streamline operations, personalize employee experiences, and make more informed decisions that drive organizational success. As organizations increasingly turn to digital solutions, the role of artificial intelligence (AI) and machine learning (ML) in Human Resources becomes pivotal. This paper will focus on how AI and ML are being integrated into HR functions such as recruitment, onboarding, and employee engagement. It will also discuss the ethical implications and the challenges of maintaining human touch in an increasingly automated workplace. Case studies of companies leading in digital HR practices will be highlighted to provide real-world insights. Keywords: Digital Force, HR Practices, AI, Machine Learning, Future.

SWOT analysis (strengths, weaknesses, opportunities, threats) of nickel to reach global electric battery market in Indonesia

In 2025, it is projected that global sales of battery-based electric cars (electric vehicle [EV]) will reach 145 million units, exceeding those of fuel vehicle-based cars (internal combustion engine [ICE]), so that in the future the demand for electric batteries (EBs) will be even greater. In managing the large nickel resources as raw material for electric vehicle batteries, new policies, and breakthroughs are needed so Indonesian electric vehicle batteries have high competitiveness in facing the global market. This study aims to analyse the condition of the electric vehicle battery industry sector in the global competitive arena, which consists of 14 countries with the world’s largest nickel resources and reserves. The results of the analysis show that, first, it is necessary to master technology and utilise qualified and professional human resources. Second, increasing the availability of supporting infrastructure for the establishment of electric vehicle battery factories, as well as improving the quality of electric vehicle batteries so that they are highly competitive to seize global market opportunities. The analysis can be used as input for the government to improve the competitiveness of electric vehicle batteries in facing the global market and the fulfilment of nickel needs for the domestic electric vehicle battery industry.

The impact of internship job characteristics on students’ hospitality career: students’ and employers’ perspectives

ABSTRACT Hospitality student interns are an important source of quality human resources (HR) to cope with serious labour shortage and sustain the future development of the hospitality industry. This study drew on job characteristics theory to examine the impact of job characteristics (JC) in hospitality internship on job satisfaction (JS) and job involvement (JI), and to assess how both work attitudes affect students’ future career intention (FCI) and their job performance (JP) as perceived by their managers. JC was found to positively influence JS and JI. The relationships of JS and JI with FCI were significant but those with JP were insignificant. The full mediating effect of interns’ JI was shown in this study. Moreover, this research specifically engaged HR professionals to discuss the survey results. The main findings and professional HR opinions were incorporated in the recommendations on internship enhancement to motivate and sustain interns’ aspirations towards their hospitality career.

Navigating Legal Responsibilities in Chinese Private Equity Investments: A Comprehensive Study on Human Resource Management Practices

Human Resource Management (HRM) plays a pivotal role in the success and sustainability of ventures, particularly within the complex domain of Chinese private equity investments. This study delves into the multifaceted legal responsibilities inherent in HRM practices within this context, aiming to provide comprehensive insights essential for effective organizational management and compliance. Drawing upon specific Chinese laws, empirical data, and relevant citations, the study scrutinizes crucial areas such as employment law compliance, corporate governance obligations, adherence to industry-specific regulations, and compliance with international labor standards. Through a detailed examination of key legal obligations and regulatory frameworks, the research illuminates the challenges faced by human resource professionals and private equity firms in China, offering valuable insights for practitioners and organizational leaders alike. By emphasizing proactive compliance initiatives and the significance of ethical labor practices, this study contributes to the cultivation of a regulatory-aware and ethically conscious environment conducive to organizational success in the dynamic landscape of Chinese private equity investments.

The Golden Key: Unlocking Sustainable Artificial Intelligence Through the Power of Soft Skills!

Soft (Power) skills and Artificial Intelligence (AI) are crucial in today's business world. While AI excels at automating technical tasks, the key to a thriving workforce lies in the unique human abilities fostered by soft skills. This research study sheds light on soft skills' pivotal role in ensuring AI's successful integration and long-term viability within organizations. It aims to underscore how soft skills such as communication, problem-solving, creativity, emotional intelligence, and collaboration are indispensable and exciting in their potential to drive innovation. These skills enable seamless human-AI interaction, driving innovation and futureproofing the workforce. This groundbreaking study delves into the following critical inquiries: 1. What are the ramifications of depending exclusively on technical abilities in AI development? 2. How can organizations seamlessly incorporate the development of soft skills into their AI training programs? 3. What significance do soft skills hold in augmenting human-machine collaboration? The paper explores the current state and challenges of developing soft skills, highlighting the need for advanced assessment tools, innovative training methods, and a cultural shift that urgently prioritizes these skills within organizations. The findings of this paper outline practical strategies for employers to integrate and empower soft skills development effectively, equipping them to navigate the ever-evolving AI-driven business environment. This study provides invaluable insights for scholars, practitioners, policymakers, business executives, and human resource professionals exploring the AI revolution while leveraging the transformative potential of soft skills in the workplace, inspiring a new way of thinking and working.

Developing organizational performance through talent management practices: employee satisfaction’s mediating role in learning organizations

PurposeTalent management research today is increasing as organizational requirements attempt to meet the challenges of effectively managing talent to achieve organizations’ strategic agendas. However, in learning organizations specifically, investigations of talent management practices are limited, with this study exploring the role of talent management practices in employee satisfaction and organizational performance in Pakistan.Design/methodology/approachThe study was conducted in various universities (public and private) in Pakistan using a quantitative approach. Cross-sectional data are collected through a questionnaire, with analysis and conclusions based on completed questionnaires from 403 respondents.FindingsThe study’s findings from the analysis by structural equation modeling (SEM) emphasize the positive and significant effects of most talent management practices (i.e. talent identification, talent development, talent culture and talent retention) on employee satisfaction and organizational performance (talent attraction is the exception). Employee satisfaction positively and significantly affects organizational performance and is found to have a mediating effect, bridging the relationships of most talent management practices (talent identification, talent development, talent culture and talent retention) with organizational performance.Practical implicationsThe study’s findings support human resource professionals, academics and policymakers in managing talent practices to enhance organizational performance. The findings assist in developing core skills and talent-related competencies to achieve organizational goals and success.Originality/valueThe study fills the research gaps by developing a framework of talent management practices for employee satisfaction and organizational performance in learning organizations, which warrants further consideration.

The use of digital occupational health services among employer customers: A cross-sectional study

Occupational health (OH) service providers, together with their client organizations co-operate in promoting health and work ability. Alongside with the so-called traditional services, more and more digital services are offered by OH service providers. However, little is known how the employer customers experience and use digital OH services. This study evaluates the types of digital OH services employer customers use and how they assess the usefulness and ease of use of these digital services. Furthermore, the aim is to find out factors associated the usefulness and ease of use. To determine these features of usefulness and ease of use of digital services the Technology Acceptance Model was utilized. A cross-sectional, electronic survey was carried out to the members of human resources (HR) and entrepreneur associations between December 2022 and January 2023. The survey was in Finnish. The research material consisted of the employer customers’ answers to the multiple-choice questions of the use, usefulness and ease of use of digital OH services. The data was analyzed by quantitative statistical analysis. A total of 455 respondents took part in the study, comprising 198 representatives of HR professionals and 257 entrepreneurs. Most of the respondents were women (65%) and over 50 years old (61%). HR professionals rated their information and communications technology skills significantly more often good or really good compared to the entrepreneurs, being 92 % and 62 %, respectively. The most frequently utilized digital OH services were the ability to update personnel’s information in the OH patient registry (48.0%) and remote action plan negotiations (37.1%). Less than one-third of the respondents (29.9%) took part in remote work ability negotiations, while approximately one-fifth (20.8%) participated in remote workplace surveys. In general, the HR professionals used digital OH services more frequently and estimate the usefulness and the use of digital OH services more positively compared to the entrepreneurs (p<0.05). The study produced new information of the use and experiences of using digital OH services among the employer customers. The findings can be used to optimize the delivery and effectiveness of digital OH services for all employer customers, especially for the entrepreneurs who seemed be less used to utilize digital services.

Employee Grievance Redressal and Corporate Ethics: Lessons from the Boeing 737-MAX Crashes

Two Boeing 737-MAX passenger planes crashed in October 2018 and March 2019, suspending all 737-MAX aircraft. The crashes put Boeing’s corporate practices and culture under the spotlight. The main objective of this paper is to use the case of Boeing to highlight the importance of efficient employee grievance redressal mechanisms and an independent external regulator. The methodology adopted is a qualitative analysis of statements of various whistleblowers and Boeing and the Federal Aviation Administration (FAA) stakeholders. It suggests that employee feedback flowing up the chain of command should be more flexible and dealt with more seriousness. It recommends that companies adopt a cooling-off period or a lifetime restriction for employees who have gone through the revolving door between regulators and the industry. The Boeing 737-MAX case, which emphasizes the ethical obligations of the job, can offer value to engineers, engineering educators, managers, ombudsmen, and human resource professionals.

AI Value Creation: Operational value creation potential of semantic AI assistants in corporate training

This paper explores the potential value of semantic artificial intelligence (AI) in corporate training based on a study of semantic AI learning assistants in secondary schools and interviews with human resource professionals. The findings suggest that semantic AI can significantly improve learning outcomes and streamline corporate training processes through personalized, on-demand learning. However, successful implementation requires addressing privacy, security, and user acceptance challenges. While benefits such as efficiency, cost savings, and performance gains are achievable, value creation depends on the organizational context. Further research should explore the long-term impact of semantic AI in corporate learning.

A Study of Employee Satisfaction with a Focus on Employee Incentives

This research endeavors to examine the relationship between employee satisfaction and the effectiveness of employee incentives within organizational settings. Employee satisfaction is a critical factor influencing productivity, retention, and overall organizational success. This study specifically investigates how various incentive programs contribute to employee contentment and engagement. Utilizing a mixed-methods research design, this study combines qualitative data gathered through employee interviews and focus group discussions with quantitative surveys to explore and analyze the impact of employee incentives on overall satisfaction. The qualitative approach seeks to uncover nuanced insights into employees' perceptions and experiences, while quantitative analysis aims to identify trends, correlations, and statistical significance. The research will delve into various aspects of employee incentives, including financial rewards, non-monetary recognition, career development opportunities, and workplace culture. It aims to discern the preferences and motivational factors that influence employee satisfaction and engagement. The findings from this research are expected to provide valuable insights for organizational leaders, human resource professionals, and business decision-makers. Understanding the dynamics of employee satisfaction in relation to incentive programs can guide the development of effective strategies to attract, motivate, and retain talent. This study contributes to the broader understanding of employee motivation and satisfaction, serving as a foundation for further research and informed decision-making in the realm of human resource management.