Human Resource Management Research Research Articles

Systematic literature review of artificial intelligence in human resource management research using bibliometric analysis

Systematic literature review of artificial intelligence in human resource management research using bibliometric analysis

Application of Machine Learning in Digital Human Resource Management

In today's high-speed information age, many problems of the traditional human resource management (HRM) system make it impossible to effectively analyze massive data in today's enterprise competition and development. Machine learning, as a novel field of research in computer science in recent decades, provides a potential solution to the current problems faced by HRM systems. This study focuses on strategic HRM, an essential means of shaping employee behavior, and a vital information transmission channel in the CEO's transformational leadership behavior. By reviewing past literature on machine learning and exploring the principles of the practical application of machine learning in HRM, this paper also focuses on the intermediary mechanism between enterprise performance and the latest progress in machine learning and HRM. Further, the study tries to summarize and refine the opportunities and challenges that HRM faces in developing HRM and possible future research directions and hotspots.

A Comprehensive Review of Green Human Resource Management and Future Research Avenues

There is emergent literature that shows the impacts that green human resource management (GHRM) has on individual outcomes, organizational outcomes, GHRM challenges, as well as drivers; but there is a scarcity of research avenues proposed to direct potential researchers in the GHRM field. For addressing this void in the literature, a literature review by following a systematic approach has been conducted of 87 papers on GHRM. The literature trends have been observed as examining the direct and indirect interrelationship between GHRM and performance through five GHRM aspects including green recruitment and selection, green training and development, green compensation and rewards, green employee involvement, and green performance management. Organizational performance dimensions include environmental, economic, social performance, corporate social responsibility (CSR) and green competitive advantage. Individual performance dimensions include green behavior, green creativity, and green innovation. This review has revealed seven thematic research gaps that should be focused on future GHRM research to make the field flourish and more mature. The originality of the paper lies in its unique nature of offering future research avenues.

The Implications of Knowledge-Based HRM Practices on Open Innovations for SMEs in the Manufacturing Sector

Aim/Purpose: The main aim of this study was to investigate the impact of knowledge-based Human Resources Management (HRM) practices on inbound and outbound open innovation in Jordanian small and medium enterprises (SMEs). Background: SMEs in Jordan lack tangible resources. This insufficiency can be remedied by using knowledge as a resource. According to the Knowledge-Based View (KBV) theory, which posits knowledge as the most valuable resource, SMEs can achieve open innovation by implementing knowledge-based HRM practices that enhance the utilization of knowledge and yield competitiveness. Methodology: This study adopted the quantitative method employing descriptive and exploratory approaches. A total of 500 Jordanian manufacturing SMEs were selected from 2,310 manufacturing SMEs registered lists, according to the Jordan Social Security, by using random sampling. The study’s instrument was a questionnaire that was applied to these SMEs. There were 335 responses that were deemed useful for analysis after filtering out the replies with missing values; this corresponded to a response rate of 67%. The paper utilized structural equation modeling and cross-sectional design to test hypotheses in the proposed research model. Contribution: This study advocates the assumption of the role of KBV in improving innovation practices. This study contributes to the existing strategic HRM research by extending the understanding of knowledge-based HRM practices in the context of SMEs. Thus, this study contributes to the understanding of innovation management by demonstrating the role of knowledge-based HRM practices in boosting inbound and outbound OI practices, thereby enhancing innovation as an essential component of firm competitiveness. Findings: The findings revealed the positive impact of four knowledge-based HRM practices on inbound and outbound open innovation in Jordanian manufacturing SMEs. These practices were knowledge-based recruitment and selection, knowledge-based training and development, knowledge-based compensation and reward, as well as knowledge-based performance assessment. Recommendations for Practitioners: This study is expected to help the stakeholders of SMEs to re-shape the traditional HRM practices into knowledge-based practices which improve managerial skills, innovation practices, and the level of the firm’s competitiveness. Recommendation for Researchers: This study serves as a significant contribution to the research field of innovation practices by building a new association between knowledge-based HRM practices and inbound and outbound open innovation. Impact on Society: The study emphasizes the vital role of knowledge-based HRM practices in enhancing the knowledge and social skills of the human capital in SMEs in Jordan, thus improving the country’s social and economic development. Future Research: Future research could build on this study to include service SMEs. It could also employ a longitudinal study over the long run which would allow for a deeper analysis of the relationships of causality, offering a more comprehensive view of the effect of knowledge-based HRM on open innovation. Furthermore, future research could examine the sample of investigation before and after implementing the knowledge-based HRM practices to provide stronger evidence of their influence on inbound and outbound innovation.

Positioning context front and center in international human resource management research

AbstractThe international human resource management (IHRM) field naturally lends itself to spotlighting the importance of internal and external organizational contexts to help understand how to manage employees in organizations effectively. However, we argue that the range of opportunities that the field creates to understand this context has not yet been fully embraced by IHRM scholars. To address this gap, this special issue explores: (a) the variety of approaches to theorizing how contexts promote or constrain organizational practice; and (b) relevant methodologies that might allow us to unearth novel context‐dependent theory in international HRM. We propose a distinction between variable‐oriented theorizing (that explains the effects of internal and external contexts on the phenomena under study) and context‐dependent theorizing (that requires researchers become intimately familiar with the setting under study to understand context as a shaper of meaning). This editorial also highlights how the articles in the special issue contribute to stimulating further context‐dependent IHRM research.

A bibliometric analysis of the psychologization of human resource management

Despite years of discussion, whether and to what extent human resource management (HRM) has been psychologized remains controversial. We consider HRM psychologization as indicated by a disciplinary (i.e., the relative contribution of psychology and other fields to HRM research) and an inter-disciplinary component (i.e., knowledge integration of psychology and other fields in HRM research). Accordingly, we apply two bibliometric methods (i.e., citation and co-citation analysis) to a sample of 6,709 articles published in six HRM journals from 2000 to 2021. Overall, psychology became more influential as a citation source in HRM research but integrated more closely with other intellectual sources in the period examined. In addition, HRM psychologization was contingent on HRM journals, the first authors’ countries, and HRM subdomains. This study presents an enriched pattern of psychologization as well as substantial quantitative evidence that confirms, counters, or extends prior findings.

A relational perspective on supervisor‐initiated turnover: Implications for human resource management based on a multi‐method investigation of leader–member exchange relationships

AbstractDespite the great emphasis organizations and human resource management (HRM) research place on turnover issues, one turnover phenomenon has received only limited attention so far: joint leader–member turnover. This research examines supervisor‐initiated turnover (SIT) (i.e., employees' decision to quit their employer to follow a former supervisor to a new organization) and develops a comprehensive model of the SIT decision process, grounded on conservation of resources (COR) theory, that delineates the resource evaluation, conservation and investment deliberations of employees. We take a relational perspective and particularly focus on the leader–member relationship as an important antecedent of SIT and thereby respond to the call for more critical investigations of leader–member exchange (LMX) and corresponding HRM implications. Our three studies (survey, scenario experiment, and dyadic interview study) demonstrate that LMX positively affects SIT intentions (SITI) and that supervisor commitment represents an important mediating mechanism of the LMX–SITI relationship. Our interview study with 46 leader–member dyads identifies relational factors that promote or hinder SIT beyond the leader–member relationship. We discuss the theoretical contributions and practical implications for HRM.

A Theory‐Based Analysis of Null Causality between HRM Practices and Outcomes: Evidence from Four‐Wave Longitudinal Data

AbstractThe last three decades have seen a growing interest in understanding the influence of human resource management (HRM) practices on employee job satisfaction and organizational performance. While the results have been generally positive, most studies have utilized cross‐sectional research designs, which limit causal inferences. Recently, several studies have used longitudinal data but have not consistently found significant causal links between HRM practices and outcomes after controlling for past outcomes. This points to a tension in the literature that merits further investigation. Drawing on general systems theory (GST), we explore this issue by proposing and testing a set of null causal relationships involving HRM practices, organizational performance (i.e., patient satisfaction), and job satisfaction. We show that average scores on HRM practices and outcomes remain relatively stable at the organizational level over time, such that any observed within‐organization change is likely negligible or non‐significant. Using four‐wave longitudinal data (with two, four, and six‐year time lags) from the public healthcare sector, we argue that the causal links between HRM practices and outcomes are indeed sensitive to the forces of dynamic equilibrium operating within a highly institutionalized context. We use GST to highlight the self‐sustaining nature of HRM systems and discuss the ramifications of this stability for strategic HRM research and practice.

HR practices and work relationships: A 20 year review of relational HRM research

AbstractWe systematically reviewed quantitative studies of phenomena at the nexus of Human Resource Management (HRM) and interpersonal relationships. We report on the overall prevalence and trends in research methods relating to construct, internal, external, and statistical conclusion validity. The review draws attention to areas of emphasis (positive relationships, instrumental ties, nonnetwork structures, employee respondents, samples drawn from Asia, HR perceptions). We also identify a growing emphasis on particularly desirable approaches to examining relational HRM (a more balanced consideration of positive and negative relationships, studies that examine more than one HR practice, multilevel analyses). Together, the identified areas of emphasis, gaps, and associated trends, inform our elucidation of research directions around 15 specific work relationships—along with more general directions for better accounting for dynamic, multilevel, measurement, and analytical considerations central to HRM and interpersonal relationships.

The Effect of Organizational Reputation on Public Employees’ Retention: How to Win the “War for Talent” in Constitutional Autonomous Agencies in Mexico

Retaining valuable employees is a critical task for public organizations to present themselves as competent and efficient to their multiple audiences. However, despite the importance of staff mobility dynamics for public organizations, retention is an issue that has not been thoroughly studied in human resource management research. In the case of Mexico, retaining the most valuable staff is becoming more difficult because its public administration is characterized by corruption and patronage. The article argues that reputation sustains a reciprocity exchange between employees and employers, which is reflected in longterm labor relationships. Using a survey of employees of five Constitutional Autonomous Agencies in Mexico, the article shows that having a positive reputation is a crucial factor for public employees when deciding whether to stay or leave their jobs. The findings imply that building and maintaining a positive reputation must be relevant for public managers because of its implications for HRM.

A Systematic Review of 50 Years of Human Resource Management Research in Bangladesh: Retrospective Reflections and Forward Trajectories

This article aims to determine the current status of human resource management (HRM) research in Bangladesh by reviewing papers published from 1971 to 2021 and offering recommendations for future research. An electronic search of the Scopus database was carried out using 17 keywords connected to HRM in combination with ‘Bangladesh’ and ‘Bangladeshi’. Finally, through a systematic literature review using the preferred reporting items for systematic reviews and meta-analyses (PRISMA), 25 empirical articles published in journals listed in the Australian Business Deans Council (ABDC) ranking were carefully chosen for the present review to ensure they were of good quality. This review demonstrates several distinct features of Bangladeshi HRM research conducted so far. First, no Bangladeshi HRM-based study has been published in A*-ranked journals in the ABDC ranking. Second, Bangladesh-based HRM studies have mostly employed self-reported questionnaires. Third, directors/heads of departments/managers/supervisors are the primary data sources in Bangladesh-based studies. Fourth, no longitudinal study has been conducted in Bangladesh-based HRM research in the last 50 years. Despite some limitations, the present review makes a notable contribution to the field of HRM in Bangladesh by identifying existing research gaps, as this is the first extensive and systematic review of HRM research in Bangladesh. Additionally, this study provides future research directions that could contribute to industrial development, economic growth, and HRM knowledge advancement and dissemination in Bangladesh.

Effect of Strategic Interventions on Reducing Transformer Vandalism: A Case of Kenya Power Limited

Purpose: Electricity plays a significant role in the industrialization of a nation. However, frequent power outages caused by transformer vandalism result in high company losses and economic losses. The overall aim of this study was to determine the effectiveness of strategic interventions that have been adopted by Kenya Power on reducing transformer vandalism. The study specifically aimed at effectiveness of strategic policies, human resource management and technical research development adopted by Kenya Power on reducing transformer vandalism. The study was supported by Defensible space theory, Manageable space theory and Physical design and kinetic management theory.
 Methodology: A descriptive research design was employed in the study where the target population comprised of 128 managerial staffs in Kenya Power working at the firm’s headquarters in Nairobi comprising of senior managers, middle level managers and front line managers. A sample of 97 respondents was selected through Krejcie and Morgan sample table. The study utilized a five point Likert scale questionnaire in collecting data. The collected data was analyzed quantitatively through descriptive and inferential statistics and qualitatively through thematic analysis. The results were outlined in form of tables and figures.
 Findings: The results established that the strategic interventions employed by KPLC such as strategic policies, human resource management and technical research development positively and significantly contributes to the reductions in the number of transformer vandalism cases. The results bears the implications that enhancing the strategic interventions leads to a reduction in the number of transformer vandalism in KPLC.
 Unique contribution to theory, practice and policy: The study recommends to the management of Kenya Power and Lighting Company to enhance the levels of strategic policies, strategic human resource management practices and technical research and development since the practices leads to a reduction in the number of cases of transfer vandalism.

Using resilience and passion to overcome bullying and lack of meaning at work: a pathway to change-oriented citizenship

PurposeThis study adds to human resource management research by addressing relevant questions about how and when employees' suffering from workplace bullying may direct them away from voluntary efforts to improve the organizational status quo. It postulates a mediating role of beliefs about work meaningfulness deprivation, as well as beneficial, moderating roles of two personal resources (resilience and passion for work) in this link.Design/methodology/approachThe research hypotheses were tested with survey data collected among employees who work in the construction retail sector.FindingsA critical reason that bullying victims refuse to exhibit change-oriented voluntarism is that they develop beliefs that their organization deprives them of meaningful work, which, as the authors theorize, enables them to protect their self-esteem resources. The extent to which employees can bounce back from challenging situations or feel passionate about work subdues this detrimental effect.Practical implicationsWhen employees feel upset about being bullied at work, their adverse work conditions may translate into work-related indifference (tarnished change-oriented citizenship), which then compromises employees' and the organization's ability to overcome the difficult situation. Managers should recognize how employees' personal resources can serve as protective shields against this risk.Originality/valueThis study details the detrimental role of demeaning workplace treatment in relation to employees' change-oriented organizational citizenship, as explained by their convictions that their organization operates in ways that make their work unimportant. It is mitigated by energy-enhancing personal resources.

Employee experience: the new employee value proposition

PurposeKnowing what employees expect in the never normal environment post-COVID-19 can help organizations understand talent needs and preferences – including how and where they want to work, as well as what they need to feel productive – and then initiate action on those expectations. So, this paper aims to delineate the factors that makes an employee experience (EX) that align, empower and accelerate business impact.Design/methodology/approachThis viewpoint paper draws on extant literature review – academic journals and mainstream business magazines – and establish a case for EX as an emerging concept in employer–employee relationship.FindingsEX is the function of work, workplace culture, empowering technologies, flexible human resource policies/practices and importantly inclusive leadership. Positive EX determines employee engagement, which is likely to create a “positivity spiral” of culture, engagement and importantly organisational bottom-line.Originality/valueEX is the new value proposition. This paper delineates five critical elements of EX and establish the case for continuing the research on EX as a critical line of inquiry in the human resource management (HRM) research tradition.

Exploring the cornerstones of green, sustainable and socially responsible human resource management

PurposeThis study aims to delineate the fast-growing path of human resource management (HRM) research with a sustainable orientation and resolve confusion over the differences and interdependences of the various approaches that have emerged: green human resource management (GHRM), sustainable human resource management (Sustainable HRM), and socially responsible human resource management (SR-HRM).Design/methodology/approachIn this study, bibliometrics and science mapping were used to analyze the field's conceptual structure based on 587 related documents extracted from the ISI Web of Science database. Co-word analysis with SciMAT software enabled the authors to map the main themes studied and identify evolution, importance, and relevance.FindingsSR-HRM is the least developed of the three approaches analyzed and has been overlooked by the journals that publish the most work in the field of HR. The authors identify a lack of sustainability-related HRM studies on higher education and an ongoing need both to explore the role of culture in GHRM implementation and to explain further the potential non-green behavioral outcomes that can result from GHRM's use.Practical implicationsThis study demonstrates how human resource factors are key to managing challenges such as aging workforce, unstable employment relationships, implementation of green supply chain management, and Industry 4.0.Originality/valueThis study explores in detail the interrelations among various emerging sustainable human resource approaches and subtopics derived from the interrelations to reveal hotspots, dilemmas, paradoxes, and research gaps.

High-performance work systems in public service units: examining the social capital and ambidexterity as mediating process

PurposeThis study clarifies how intra-organizational social capital (IOSC) and unit-organizational ambidexterity (UOA), using resource-based view and dynamic capability theory, together support organizational value creation. While there is research in strategic human resource management (SHRM) exploring the role of resources and its uses, there remains limited understanding of how resources are linked and their effective utilization in the service sector. This study aims to examine the mediating process linking employee-experienced service-oriented high-performance work systems (SHPWS) experienced by employees and service performance by integrating IOSC and UOA.Design/methodology/approachThis study uses time lagged data from managers and employees of different branches of Chinese state-owned banks. To test the proposed hypotheses, path analysis was applied.FindingsThe path analysis results reveal that employee-experienced SHPWS is an important antecedent of service performance. Moreover, IOSC (as resources) and UOA (uses) strongly mediate the theorized relationship.Originality/valueThis study attempts to refine theory and practice with clearer, more insightful and coherent means to better understand and help unpack the ‘black box’ between SHPWS-performance relationships through a new linkage model.

Living Up to Young Employees’ Expectations: Employer Brand Management in Health Care Organisations

Health care professionals are ageing, and there is a severe, global need to attract future employees. This study examines the construction of employer brand image among young health care professionals, and related elements. The qualitative research data were collected through email and personal interviews from young nursing and physician students. The analysis results indicate that organisations can affect their employer brand image for future employees through supportive working culture and human resource practices as well as direct marketing actions. The marketing and human resource practices targeted towards young health care professionals are underused. The results can help health care organisations in planning recruitment and marketing processes according to young health care professionals' expectations. This study integrates human resource management research and marketing research relating to employer branding and recruitment.

Organizational differences in personnel selection: Learning from and moving beyond strategic human resource management research

Organizational differences in personnel selection: Learning from and moving beyond strategic human resource management research

How is work group inclusiveness influenced by working virtually?

In human resource management research it has become a highly relevant issue to try to understand the challenges that an online work environment pose for the inclusion of marginalized employees. In this regard, inclusiveness scholars have focused on the role that dissimilarities play for organizational inclusion of employees but rarely on how this takes place through technology-mediated interaction. We integrate notions of identity and communication from inclusiveness and virtual work research to develop a theoretical model depicting two variants of social distance (targeted and diffuse). Subsequently we discuss how these forms of social distance affect different dimensions of inclusiveness. Our analysis suggests that the virtual work environment may weaken some negative aspects of bias and discrimination while strengthening others. Based on such findings we argue for the development of a greater sensitivity to the context in inclusiveness research.

T-shaped Capabilities of the next Generation: Prospecting for an Improved Model

Modern companies are in constant search of ways to improve the integration of the various departments and business processes into a coherent entity. Changes made to the organizational structure and deployment of common company-wide ICT solutions such as Enterprise Resource Planning (ERP) and cloud infrastructure are some means that enable better internal collaboration and transparency, compared to siloed structures and modes of operating. However, infrastructural or management system changes cannot foster a holistic view, and collaboration between different parts of the organization is not possible if the stakeholders in company processes do not possess capability profiles that match the need. Human Resource Management (HRM) and knowledge management (KM) research has introduced and elaborated on the concept of T-shaped capabilities as an answer to the needs of a modern knowledge-era employee. A T-shaped capability profile is highlighting the need of employees (and managers alike) to build broad combinatory capabilities (the horizontal line on the top of the letter T) between the firm´s processes in addition to their specific expertise in one area (the vertical line in the letter T - so-called I-shape capability). Our paper introduces a prospective evolutionary step to T-shaped capabilities that we call the T2 capability model. The model adds another horizontal layer to the model. This layer is made of generic i.e., not industry- or firm-specific capabilities, as imposed by megatrends and mindsets needed across all areas of economic activity. Examples of such generic capabilities are sustainability and ethics as well as financial and technical literacies. The second horizontal line consists of the firm´s business processes such as sales and marketing, supply chain, research, and development, etc. We will also introduce some practices on how T2-shaped capabilities could be fostered in education and the company- and industry-level actions.