Enterprise Resource Management Research Articles

Research on Alibaba company’s Digital Human Resource management and Recruitment Information Platform: A systematic case study

In the 21st century, As data-based human resource management, AI HRM technologists and digital recruitment have become a major trend in the development of enterprises, the multi-faceted video interview artifact will help enterprises to digitally transform their recruitment and create a revolution in video interview efficiency. Although Human resource management, digital recruitment, and the training of talents have gained a lot of experience and methodology. Moreover, This study also uses the Documentary analysis and TAM theoretical model for analysis. The aspect of digital human resource management includes many factors. Alibaba company starts from the human business and human resource meets the end of the business. Alibaba company defines five key end-to-end digital processes and specifications here: employee onboarding, employee deployment, and employee satisfaction. Performance-based compensation, employee ability training, and employee turnover optimization. To sum up, The research of this paper mainly uses the mixed method of qualitative analysis and quantitative mixed analysis to conduct research and analysis, and uses excel or SPSS 27 software to perform ANOVA analysis on the sample data, and concludes the importance of human resources digitization and recruitment to Ali-baba company. The findings of the study not only not only deepen the research on the development of digital human resource management in enterprises, but also provide valuable reference for the research and development of AI technology and new digital technology for human resource management and recruitment platforms.

SCIENTIFIC APPROACHES AND KEY ASPECTS OF THE MODEL OF IMPLEMENTATION OF INNOVATIVE TECHNOLOGIES IN THE PRODUCTION MANAGEMENT SYSTEM OF INDUSTRIAL ENTERPRISES

Objective. To study and analyse various scientific methods and approaches to the introduction of the latest technologies into the production processes of industrial enterprises and to develop an effective model of innovative technologies. Methods. The following methods were used to achieve the goal and solve the above tasks: data analysis and synthesis - the article analyses various data, including sociological surveys, economic forecasts of the National Bank of Ukraine, and other important indicators; comparative analysis - comparing the current situation with previous years to assess economic recovery; comprehensive review and strategic analysis - describing the strategic directions of innovative transformations and industrial development, as well as considering the main models of innovation; forecasting. Results. The importance of introducing digital technologies in the management of industrial enterprises is substantiated, the contribution of enterprise resource planning systems and analytical tools to responding to market changes and optimising supply chains is emphasised. The necessity of an integrated approach to the introduction of innovative technologies in industrial management in Ukraine, taking into account the specifics of the enterprise, organisational culture and existing technological processes, as well as the need for continuous evaluation and optimisation of innovations, is determined. Scientific novelty. A model for the introduction of innovative technologies into the production management system of industrial enterprises has been developed, which allows for the comprehensive integration of modern innovative technologies with traditional management practices. This model helps to optimise production processes, increase the efficiency of enterprises and ensure their competitiveness in the global market. The article also proposes a comprehensive approach to studying the impact of innovation on the industrial sector in post-war Ukraine, taking into account internal and external factors affecting innovation processes, and focusing on the role of technological innovation for the country's economic recovery. Practical significance. The results of our study can be used to develop strategies and methods that can be applied in various areas of economic and industrial activity in Ukraine, especially in the context of recovery from the military conflict. The main areas of application include the industrial sector, economic policy and planning, and enterprise resource management. The article emphasises the importance of applying modern management approaches and digital technologies in the process of enterprise resource management, which can be useful for managers at all levels and can contribute to further research in the field of innovative development and management activities in industry, in particular in the context of digital transformation.

Editorial for Human Resources Management and Services (Volume 6, Issue 1)

Volume 6, Issue 1 covers a wide range of fields, mainly discussing issues related to human resource management in enterprises, hotels, schools and organizations; spanning Indonesia, the United States, China, Malaysia and several other countries. By reading these articles, readers can gain a broader understanding of the status and development trends of human resource management and services in various fields and countries in today’s society.

Synergizing enterprise resource management with technology through driving innovation and growth in business models

A human resources management plan is presently recognised as one of the most important components of a corporate technique. This is due to the fact that its major purpose is to interact with people, who are the most precious asset that an organisation has. It is impossible for an organisation to achieve its objectives without the participation of individuals. An organisation may effectively plan as well as manage individual processes to support the organization’s objectives and adapt nimbly to any change if it has well-prepared HR techniques and an action plan for its execution. This investigation puts up a fresh way for the board of directors of a private firm to increase their assets and advance their growth by using cloud programming that is characterised by networks. The small company resource has been improved by strengthening human resource management techniques, and the cloud SDN network is used for job scheduling using Q-convolutional reinforcement recurrent learning. The proposed technique attained Quadratic normalized square error of 60%, existing SDN attained 55%, HRM attained 58% for Synthetic dataset; for Human resources dataset propsed technique attained Quadratic normalized square error of 62%, existing SDN attained 56%, HRM attained 59% ; proposed technique attained Quadratic normalized square error of 64%, existing SDN attained 58%, HRM attained 59% for SyriaTel dataset.

Exploring the Optimisation of Enterprise Performance Management in the Context of Artificial Intelligence

The impact of artificial intelligence on enterprises has gradually penetrated the human resource management of enterprises, and artificial intelligence is accelerating the excess of traditional human resources to predictive human resources, which also requires more talents in the field of artificial intelligence to devote themselves to enterprises. Through literature review and relevant cases, this paper finds that the current enterprise performance management has the problems of backward performance appraisal methods, lack of effective performance communication, and insufficient use of performance evaluation results. It is found that with the help of AI, enterprises can use big data and algorithms, enterprises can establish a more scientific performance management system, use AI to select appropriate performance management tools, and finally get effective performance appraisal results. Enterprises can use AI coaching and transparent performance feedback to promote performance communication and make performance results can play a role in promoting employee performance improvement. This paper concludes that the reasonable use of AI by enterprises can solve many existing problems of their performance management and can save time and labor costs for enterprises. Therefore, enterprises need to seize the opportunities brought by AI and pay attention to the research of AI technology to help improve performance management.

Exploring the Digital Path of Human Resource Management in Innovation and Entrepreneurship Enterprises

The digitization of human resource management functions can enhance the adaptability of human resource management and promote the comprehensive digital development of innovative and entrepreneurial enterprises. This article first summarizes and evaluates the connotation and research status of the digitalization of enterprise human resource management. Secondly, it analyzes the influencing factors of digitalization of human resource management in innovative and entrepreneurial enterprises from three aspects: employee factors, organizational factors, and technological factors. Finally, it designs a digitalization plan for human resource management in innovative and entrepreneurial enterprises from four aspects: analyzing the current situation, preparing thoroughly, designing plans, and building systems. It emphasizes the value of digitalization of enterprise human resource management for innovative and entrepreneurial enterprises.

Application of cloud computing technology in enterprise resource management

The progress of intelligent manufacturing has made enterprise resource planning (ERP) an essential core technology in the field of intelligent manufacturing. In the process of technology development, enterprises have been looking for a more optimized ERP architecture, and cloud-based ERP is one of the practical and efficient solutions. However, for the application of cloud computing in ERP, the current summary analysis based on this field is not comprehensive enough. In this paper, a comprehensive examination of the real-world implementation of cloud computing in ERP is conducted. It delves into the practical utilization and transformation of service-oriented architecture (SOA) and Model View Controller (MVC) within the context of ERP, while also providing an overview of the merits and drawbacks of SOA technology. At the same time, it summarizes the concept of layering and the practical application of cloud computing in different layers for human resource management system of enterprises. In addition, this paper summarizes the practical applications and development prospects of cloud computing in enterprise resource management, such as resource sharing and virtualization. Finally, the paper summarizes the full text, and puts forward a summary and prospect of the combination and future development of cloud computing and enterprise resource management.

Exploring Analytics in SAP S/4HANA Cloud: Capabilities, Integration, and Business Value

With the accelerated adoption of modern cloud- based enterprise resource management (ERP) systems, organizations recognize the importance of integrated analytics capabilities to drive data driven business insights and gain a competitive edge. This study explores the real-time analytics architecture of SAP S/4HANA Cloud, a leading cloud ERP system, and its potential to improve decision-making and enhance operational excellence. Existing research has primarily focused on analytics in the conventional S/4HANA system. Thus, technical documentation, industry blogs, and implementation expertise are used to provide an overview of SAP S/4HANA Cloud’s analytics capabilities, including architecture, data modeling, extensibility, business value, and external integrations. Research shows that the SAP S/4HANA Cloud provides applications for monitoring KPIs, generating reports, visualizing data using embedded SAP Analytics Cloud (SAC), and seamless OData integration. Technology leaders will gain valuable perspectives on how modern cloud ERPs like S/4HANA Cloud, with their unified analytics capabilities drive faster response times to market changes and optimize costs through insights influencing the evolution of intelligent enterprise systems. Key Words: SAP S/4HANA Cloud, embedded analytics, embedded SAC, Cloud ERP, SAP HANA, S/4HANA Cloud analytics

Human Resource Management, Business Performance, and Innovation in Small and Medium Enterprises

Human Resource Management, Business Performance, and Innovation in Small and Medium Enterprises

An Analytical Exploration of the Problems of Human Resource Management in Multinational Enterprises in the Context of Internationalisation

An Analytical Exploration of the Problems of Human Resource Management in Multinational Enterprises in the Context of Internationalisation

ПРОГНОЗУВАННЯ ФІНАНСОВИХ ПОКАЗНИКІВ СУБ’ЄКТА ПІДПРИЄМНИЦЬКОЇ ДІЯЛЬНОСТІ: ВИБІР ОПТИМАЛЬНОГО МЕТОДУ

The use of economic and mathematical methods for solving financial problems is an integral part of effective management of enterprise resources and making sound economic decisions. This approach is becoming increasingly important in today’s world, as the dynamism of the financial environment and the variety of factors influencing the economy require complex analysis and precise calculations. The use of mathematical tools also allows to reduce the risks of making wrong decisions and improve the quality of forecasts. The article considers the necessity of forecasting financial indicators of a business entity as a process of predicting future financial results and the state of the enterprise for effective management and strategic decision-making, which gives an opportunity to ensure better resource planning, timely response to changes and reduce financial risks, contributing to the business sustainability and success. An analytical straight-line alignment of the dynamics of the amount of net revenue from sales was carried out on the basis of the financial statements of a real enterprise; a straight line equation characterising the amount of revenue from sales was derived and its forecast value for 2024 was calculated. The equation of the second-order parabola, which characterizes the trend in the value of sales revenue, was also derived and its forecast value for 2024 was found. For each method, the value of the standard square deviation of the actual levels of the dynamic series from the adjusted ones, i.e. the relative error of calculations, was calculated, and the optimal forecasting option was chosen – the one with the smaller relative error. It was found that the straight line more accurately reflects the main trend of a series of dynamics, which characterises the amount of revenue from sales of a business entity. On the basis of this conclusion and the obtained forecast data for 2024, the lower and upper limits of the projected value of sales revenue were calculated. It is concluded that forecasting of the financial performance of an enterprise allows to find optimal options for further development and planning of business activities and is a promising and relevant direction of predicting trends in the development of an enterprise, contributes to effective management and making sound strategic decisions.

Innovation and Exploration of Human Resource Management in Pharmaceutical Enterprises of the 21st Century

Purpose - The 21st century marks an era of rapid advancements in digitization, informatization and globalization. Amidst a fast-evolving market economy, the lag in Human Resource Management (HRM) within pharmaceutical companies significantly hampers corporate growth. The primary objective of this paper is to explore the issue of HRM lag.
 Design/Methodology/Approach - Grounded in corporate management theory, this paper conducts a literature review coupled with HRM theory, taking a particular pharmaceutical company as a case study. It identifies six major issues present in pharmaceutical HRM: unclear functional positioning of the HRM department, insufficient staffing in the HR department, be short of effective talent cultivation mechanisms, incomplete salary management system, outdated performance incentive policies, and absence of modern information technology platform support. Therefore, six recommendations are proposed.
 Findings - Engaging professional HRM consultants for HR transformation, redefining the HR department’s functions, enhancing the professionalism of HR practitioners, establishing competitive salary and incentive mechanisms, advancing the application of modern information technology, and developing modern talent management models are innovations that can significantly bolster the comprehensive management capability of the enterprise.
 Research Implications - This study contributes to elevating the strategic positioning and management capability of the HR department, playing a pivotal role in shaping a high-value talent empowerment platform. It also provides a foundation for subsequent research by other scholars in this field.

Paternalism as a positive way of HRM in MSMEs during the COVID-19 pandemic

PurposeThis study focuses on owner-managers’ paternalism and its effects on human resource management (HRM) in micro, small and medium enterprises (MSMEs) during COVID-19 pandemic. It aims to describe and discuss how owner-managers paternalism enhanced the sustainability of exemplary MSMEs.Design/methodology/approachA qualitative approach employing Heideggerian interpretive phenomenological methodology was used. Data were collected from 30 exemplary MSME restaurants using non-participant observation, document analysis and in-depth interviews with a purposive sample of 75 key informants: 30 owner-managers and 45 of their employees in 10 Thai tourist provinces over three time periods. Verbatim transcripts were coded using template analysis to generate distilled data summaries.FindingsFour HRM themes were identified: (1) staffing, (2) development, (3) performance management and (4) compensation. A proposed model was suggested to understand how owner-managers’ paternalism affects four HRM practices. Owner-managers use their authority, combined with high levels of benevolence and morality, through supportiveness and kindness for employees to meet both their work and personal needs. Specifically, their employees repay them through performance and loyalty. This reciprocal relationship positively impacts employers, employees and MSMEs.Research limitations/implicationsThe generalization of the study's outcomes is limited by the sample size and study methodology. The findings propose alternative HRM practices for Thai restaurants, therefore, generalization to all types of MSMEs and all areas of the world is not possible. In future research, it would be useful to consider a mixed-methods approach using large samples of MSMEs across the country or in other countries. Some small HR issues that were noted in this study, such as using the horoscope, astrology and zodiac as hiring tools, could be studied further. Future studies should explore the main thrust and relationship established between owner-managers and employees to drive MSMEs' performance.Practical implicationsThe findings may be used as guidelines for creating a deep bond between employers and employees to strengthen MSMEs and foster sustainability.Social implicationsImportant for instilling HRM practices in MSMEs. This paper provides policy implications for governments, relevant public agencies and other developing countries. They need to put forward for consideration of new strategies for migrant policy, in order to solve the shortage of labor in MSMEs. A well-considered policy could increase employee well-being during crises by bringing supportive strategies together.Originality/valueThis study expands knowledge of the effects of paternalism on HRM practices in shaping employer and employee relationships through social exchange theory (SET).

Understanding the link between HRM and innovation in SMEs through a multi-level approach

PurposeFrom a relational perspective, this research aims to answer the following question: How can human resource management (HRM) and innovation in small and medium-sized enterprises (SMEs) be articulated at different levels through gift/counter–gift relationships?Design/methodology/approachThe authors' longitudinal and exploratory study was conducted in an innovative SME that constitutes an “emblematic” case. The data were gathered from diverse sources: 2 life stories, 21 semi-structured interviews, observations and documentary analyses.FindingsThe results provide a dynamic view of the relationship between HRM and innovation through multi-level analysis. The authors consequently propose a three-step process: freeing up, mobilizing and rethinking gifts.Originality/valueThis article examines how to articulate HRM and innovation in SMEs through gift/counter-gift theory. This relationship is analyzed from a relational and multi-level perspective.

Linkage between strategic human resource management and organisational effectiveness in enterprises combining multivariate statistical analysis methods

Abstract This paper first proposes strategic human resource management based on the competing value architecture, discusses the dimensions and measurement system of strategic human resource management, and carries out the K-mean clustering analysis on the contents of strategic human resource management. Secondly, constructs a relationship model of strategic human resource management that affects organizational effectiveness. Finally, organizational effectiveness was examined using various multivariate statistical analysis methods, such as stepwise regression. The results show that the path coefficients of strategic human resource management on organizational effectiveness are 0.43, 0.33, 0.51 and 0.60, respectively, and the standardized values of these path coefficients range from 0.33 to 0.60, which further confirms the positive impact of strategic human resource management on organizational effectiveness. The paper’s research provides a guide for promoting the healthy development of enterprises and enhancing the overall level of human resource management.

The turnover Intention of the New Generation of Knowledge Workers in Guangxi Private Enterprises from the Perspective of Job Embedding

In recent years, the number of private enterprises in China has rapidly increased, and their proportion in the total number of Chinese enterprises is also increasing. Private enterprises play a very important role in China's economic development. With the increase of scale, private enterprises are increasingly attaching importance to employee management. The new generation of knowledge-based employees has become the main force of Chinese private enterprise employees, and the stability of the new generation of knowledge-based employees directly affects the sustainable development of the enterprise. However, the turnover rate of employees in private enterprises is high, especially for knowledge-based employees who leave frequently, which affects the development of private enterprises. The article takes private enterprises in Guangxi as an example and analyzes the influencing factors of the turnover intention of the new generation of knowledge-based employees in private enterprises from the perspective of job embeddedness, providing corresponding countermeasures and suggestions for human resource management in private enterprises.

An Institutional Perspective on Strategic Alignment of International Human Resource Management in Multinational Enterprises

ABSTRACT Multinational enterprises (MNEs) seek global alignment of international human resource management (IHRM) systems and practices for efficiency and control. Previous studies have provided conflicting evidence regarding the best approach for HR implementation across countries. Disparate institutional contexts in host countries may make MNE strategic IHRM alignment problematic. Adopting an institutional perspective, we offer a conceptual model which addresses these obstacles through the provision of a process approach solution. We extend the general MNE model to emerging market multinationals (EMNEs), highlighting why EMNEs differ from traditional MNEs in seeking SIHRM alignment. Implications for practice and future research are discussed.

New Elements of the Control Subsystem Design Procedure Based on Digital Solutions

Relevance. The need to accelerate the creation of new industrial enterprises to compensate for the volume of imported products, the supply of which has stopped since the beginning of the special military operation, turns the design issues of these enterprises into an urgent task. At the same time, this work cannot be carried out on the principles that were adopted in the industrial era, but must carry the innovations that are envisaged by digitalization and components of the "Industry 4.0" concept.Purpose. The article reveals the content of modern digital technologies for building a subsystem of management of industrial enterprises, the consideration of which is necessary in their design.Objectives. In the course of the research, the tasks of developing design procedures for automated enterprise resource management systems, production automation systems and personnel management were solved.Methodology. The research is based on the methods of designing and reforming the main subsystems of industrial enterprises that make up the content of modern concepts of organization and management.Results. As the study showed, in the process of designing an enterprise management subsystem based on digital technologies, it is necessary to perform a number of actions. The main ones are: the definition of business processes that the system should automate, the requirements for the system being implemented; the possibilities of integrating the system with other systems that are supposed to be used at the enterprise being created; additional user training; designing support and development of the system.Conclusions. The use of digital solutions in the design of an industrial enterprise management subsystem makes it possible to create an organization that meets progressive ideas about modern manufacturing business. However, this can only be done by following the recommended technologies.

Investigating the Evolution of Human Resource Management in Enterprises in the Era of Big Data

Human resource (HR) management plays a crucial role in the overall management of enterprises, exerting a significant influence on their growth and development. With China now firmly entrenched in the era of big data, the conventional HR management approach is no longer adequate to meet the evolving demands of enterprise progress. Therefore, there is a pressing need to actively revamp the management strategies to improve the quality. This article outlines the importance of reforming enterprise HR management in the context of big data, scrutinizes the prevailing challenges in this domain, explores strategies for transforming HR management within enterprises in the era of big data, and provides illustrative examples to summarize valuable managerial insights, thereby offer enterprise leaders a valuable source of reference information.

THE IMPACT OF ORGANIZATIONAL TRUST ON EMPLOYEE RETENTION INTENTION: THE MEDIATING EFFECTS OF MANAGEMENT INNOVATION AND JOB SATISFACTION

This study focuses on exploring the crucial impact of organizational trust on employees' intention to remain within a complex and dynamic organizational environment. It thoroughly investigates the mediating roles of management innovation and job satisfaction within this relationship. Employing a quantitative research design, large-scale empirical data were collected from employees in Chinese enterprises to validate hypotheses and correlation patterns. The findings reveal significant positive associations between organizational trust, management innovation, job satisfaction, and employees' intention to remain. Specifically, both management innovation and job satisfaction mediate the relationship between organizational trust and employees' intention to remain, thereby strengthening this connection. This research provides substantial insights for human resource management, aiding in the formulation of effective talent retention strategies that enhance employee loyalty, intention to remain, and ultimately foster the stability and growth of enterprises. In the post-pandemic era, this study offers practical guidance for human resource management in Chinese enterprises and propels innovative practices in organizational development. By in-depth analysis of influencing factors, this research furnishes theoretical support and empirical groundwork for business decision-makers and the academic community alike.