Organizational Resource Management Research Articles

The Digitalization of Human Resource Management: Present and Future

Information technologies are rapidly transforming the field of human resource management in organizations. The digital transformation of human resource management has become specifically important in the context of the COVID-19 pandemic, which has significantly accelerated the pace of digitalization of HR processes. Companies that are able to quickly take advantage of the opportunities of the implemented digital HRM technologies are in a better position than those in which digitalization was paid less attention. At the same time, the factors and consequences of digitalization of human resource management, as well as its relationship with various characteristics of firms, remain unclear today. This article provides an attempt to shed light on the key components of HRM digitalization analyzed against significant characteristics of organizations (size, personnel structure, staff turnover, performance) using personal data of 449 small, medium and large businesses operating in the Russian market. The collected data indicate the presence of two key components of digitalization: quantitative (reach or breadth) and qualitative (effectiveness of digital practices). We found that the combination of wide reach and high efficiency has not always been a sign of more successful and functional companies.

Business Customer Satisfaction with B2B Consulting Services: AHP-Based Criteria for a New Perspective

The paper aims to take a novel look to customer satisfaction with B2B service through the lens of customer perception of service quality criterions. By literature review, service quality models define sets of key factors, however, do not rank them by significance. Based on AHP analysis of expert interview results, we argue that the current models of service quality reflect business customer perceptions partially. This is a gap in B2B service quality knowledge that this study seeks to fill. The quality criterions play a role in building a positive balance between the customers’ expected and perceived value of services. Thus, we propose the model of customer satisfaction with factors divided into essential, significant, sufficient, and marginal according to their level of significance. The model may encourage academics to understand customer satisfaction criteria in service quality not only as generic sets but also at the importance of the criteria themselves in relation to each other. In the aspect of practical implication, the model can help B2B enterprises to rationally manage resources on set quality priorities to achieve customer satisfaction and, hence, to ensure organization sustainability by more effective organizational resource management. The model also can benefit B2B customers when considering service providers capable of delivering service quality which meets the expectations.

The Role of Human Resource Management in an Organization or Company

This article aims to determine the role of human resource management in organizations. This paper uses the literature review method (research conducted in libraries) to write about the topic. From the discussion it can be concluded that human resource management has three main functions, namely managerial, operational, and integration to achieve organizational goals. Human resource management includes tasks such as staff procurement, staff development, managing compensation, maintaining occupational safety and health, and manage the relationship between workers and their employers. The main task of human resource management is to increase the contribution of human resources (employees) to the organization. From this it can be understood that all activities of the organization in achieving its objectives depend on the people who manage the organization. Therefore, it is important to manage employees well in order to help the organization achieve its goals

Estratégias de negócio para mudanças climáticas das empresas de gestão de recursos hídricos integrantes do Carbon Disclosure Project

Objective of the study – to identify the strategic profiles regarding climate change of water resources management companies that are part of the Carbon Disclosure Project (CDP) database, for the year 2019.Methodology / approach – an exploratory research was carried out using bibliographic and documentary research and multiple case studies. The data used come from the 2019 CDP database, analyzed according to the methodological structure of Kolk and Pinkse (2005). Data were analyzed using content analysis.Originality / Relevance – the results of this research serve as an indication of the vulnerability and contribution of the segment in the maintenance and security of the supply of quality water in the medium and long term.Main results – most water resource management organizations, still in 2019, fit the profiles of Cautious Planners and Emerging Planners and have as main strategic drivers the perception of opportunities, risks, and corporate responsibility, in that order.Theoretical / methodological contribution – as theoretical contributions, the work brings the analysis of organizational strategies, specifically of companies in the water resources area, aimed at mitigating climate change. The data analysis method adopted here can be used in other business segments that are directly related to natural resources.Social / management contributions – the survey results can support decisions and changes in corporate strategies for mitigating greenhouse gas emissions in the water resources segment, as well as public policies for planning and coping with climate change.

Mediating Effect of Attachment to Organization on Relation Between Beauty Service Workers’ Recognition on Support from Organization and Work Performance

Since beauty service work has a high level of dependence on human resources, it is important to secure professional manpower and create working environments that the employees can be satisfied with to achieve the organization’s goals, improve the service quality, and encourage the employees to work in cooperation with each other. Thus, this study aims to look into the beauty service workers’ work performance and attachment to organization according to their recognition on support from their organization, thereby providing baseline data for improvement in the organizational culture of beauty service industry. Accoridng to a survey on the beauty service workers in Seoul and Gyeonggi-do to find out the influence of their recognition on support from organization on attachment to organization and work performance, emotional and instrumental supports had a significantly positive influence on them, and a mediating effect in the relation between the recognition on support from organization and work performance was found. Considering them, the higher their recognition on support from the organization, the more emotional attachment and immersion based on trust in the organization, which leads to a positive effect on work performance, so establishment of a foundation for social supports that take account of the characteristics of beauty service work is expected to positively influence organizational performance and efficient human resource management. Hopefully, the findings will be actively used and supplemented for follow-up studies in the future to create beauty service workers’ attachment to their organization, stable and long-term employment, and organizational culture.

Merger and Acquisitions Integration, Implementation as Innovative Approach Toward Sustainable Competitive Advantage: A Case Analysis From Chinese Sports Brands.

Brand M&A has long been an extremely common strategy for expanding the scale of an organization and entering new business areas, but various signs show that many brand mergers and acquisitions (M&As) do not add value. They often lose money and fail. This research explores the value, scarcity, and non-replicability of resources in corporate M&A, as well as organizational resource management, innovation resource management, and implementation of the combination of resource utilization and brand strategy that incorporate M&As. Taking 03 of China’s sporting shoe industry cases, this study uses the literature to collect, analyze, and organize the conversations of high-level managers to compare and integrate the motivations of corporate M&As to conduct confirmatory analysis. Using case studies and cross-border M&A related secondary data from 2014 to 2021 and supplemented by senior executives’ conversations, 1,836 articles were collected as analysis units. The research results show that Chinese companies’ cross-border M&A’s main corporate strategic motives have four key elements: accelerated expansion, integration of resources, brand integration, rapid entry into the international market, and obstacles to the construction of new entrants. The research results also show that integrating resources and brand execution strategies after M&As correlates to their success or failure. The purpose of the research was first to discuss brand M&As and corporate strategies in the Taiwanese context. Secondly, it discusses the issue of the use of resources by the acquired party in specific to emerging trends in consumer resistance to innovation and acceptance of technological innovativeness in the sports industry brands. Third, it analyzes the effectiveness of brand strategy integration and implementation. Finally, it provides a strategic reference for brand M&As in the industry.

The role of human resources management in organizational perspective

This research aims to determine the role of human resource management in organizations. This research uses a literature review method. From the discussion, it can be concluded that human resource management has three functions, namely managerial functions, operational functions, and functions to achieve organizational goals in an integrated manner. Meanwhile, the duties of human resource management are staff procurement, human resource development, compensation management, occupational safety and health, labor relations, and industrial relations. The main objective of human resource management is to increase the contribution of human resources (employees) to the organization. It can be understood that all organizational activities in achieving its goals depend on the humans who manage the organization. Therefore, employees must be managed properly so that they can assist the organization in achieving the organizational goals that have been determined. To achieve the objectives of human resource management carried out by HR managers, and managers on all lines of the company and outsourcing.

Role Stress, Job Autonomy, and Burnout: The Mediating Effect of Job Satisfaction among Social Workers in China

Social workers are at high risks of experiencing burnout. Despite abundant literature exploring the association between role stress, job autonomy, and burnout, there is a lack of clarity underlying the process that explain how role stress and job autonomy relate to the experience of burnout. Drawing upon a sample of 5,965 social workers in China, this study employed Job-Demands and Resources (JD-R) model as well as stress and coping theory to investigate how role stress and job autonomy are related with burnout through job satisfaction. Structural equation modeling (SEM) was adopted to examine the hypothetical model using AMOS 23.0. The data analysis showed that higher levels of role conflict and role ambiguity were associated with lower job satisfaction, which resulted in higher burnout. Whereas, higher levels of job autonomy were associated higher job satisfaction, which resulted in lower burnout. This study provided implications for human resource management of social work organizations. Reducing role conflict and role ambiguity and improving their job satisfaction combined with increasing job autonomy may be effective in protecting social workers from burnout. Future studies should include social workers in public sector into analysis to enrich our understanding regarding burnout of different groups of social workers.

Influence of Role Stressors and Job Insecurity on Turnover Intentions in Start-ups: Mediating Role of Job Stress

Start-up organizations are informal and loosely structured, and they operate in a highly volatile environment that has a high attrition rate. This makes the employees of start-ups susceptible to stress, which may lead to turnover intentions. Industrial reports show that start-up organizations have a higher turnover ratio in comparison to that in other sectors. The purpose of this article is to explore the antecedents of job stress in Indian start-ups and to examine their relationship with job stress. Furthermore, the mediating role of job stress in the relationship between turnover intentions and the antecedents of job stress itself is also examined. Using snowball sampling, 1,000 employees of five start-up companies in India are targeted to record 473 responses. Post data cleaning, only 412 functional responses are used for the study. The analysis in the study is carried out using structural equation modelling. The results reveal that three role stressors and job insecurity positively influence job stress, which eventually leads to turnover intentions. The mediation analysis also reveals that job stress partially mediates the relationship between turnover intentions and job stressors that include job insecurity. The findings of this article will be useful for human resource (HR) managers in start-up organizations. The suggestions presented in this article will help HR managers to find ways to keep the employees free of stress, bringing down the rate of turnover intentions in the process. JEL Code: M

Impact of recruitment practices on organizational commitment: mediating role of employer image

PurposeFrom managerial perspective, the authors investigate the boundary and effective conditions of recruitment practices (e.g. job advertising and manager recruiting behavior) on recruitment outcomes that include employer image and organizational commitment in the context of recruitment practices. Drawing on signaling theory, the authors argue that using recruitment practices is generally more effective for creating employer image and organizational commitment.Design/methodology/approachThe authors received a final sample of 213 from the employees of beverage industry. In doing so, statistical softwares SPSS (v.23) for data screening and SmartPLS (v.3.3.3) were used for hypothesis testing.FindingsUsing survey-based study, the study finds (1) that recruitment practices including job advertising and managers' recruiting behavior can be superior to developing employer image that positively can value the organizational commitment (2) The study identifies a significant role of employer image that is mediating between recruitment practices and post recruitment outcome (e.g. organization commitment).Practical implicationsThe outcomes of the study provide valuable directions for human resource (HR) managers in national and multinational public organizations. The article offers recruitment strategies/practices to enhance employer image and organizational commitment.Originality/valueThe novelty of the study is the unique research framework, as the current paper is among the pioneers to empirically analyze the effect of recruitment practices on post-recruitment outcome testing the mediating relationship of employer image between job advertising organizational commitment and between managing recruiting behavior and organizational commitment.

Survival of the fittest: the multiple paths of entrepreneurial leadership driving adaptive innovation in uncertain environment

PurposeThis study aims to investigate the multiple influence paths or underlying mechanisms of entrepreneurial leadership (EL) on adaptive innovation from the perspectives of organizational learning and resource management, drawing on complex adaptive system theory.Design/methodology/approachWith a questionnaire survey of 317 senior and middle managers from different firms in China, structural equation modeling was used to test the hypothesized conceptual model, and bootstrapping method was employed to examine the multiple mediating effects.FindingsResults indicate that EL has a significant and positive effect on adaptive innovation. This relationship is partially mediated through exploitative learning, exploratory learning, resource bricolage and boundary-spanning integration, respectively. The impact of EL on adaptive innovation is also sequentially transmitted through exploitative learning and resource bricolage or exploratory learning and boundary-spanning integration.Originality/valueAdaptive innovation has become a firm competition strategy to cope with dynamic changes in current uncertain environment where EL can play its effectiveness to engage firms in such innovation activities. However, the question of why and how EL drives adaptive innovation has yet to be discussed. This study highlights the innovation effectiveness of EL and the triggering process of adaptive innovation, and contributes to several countermeasures for firms to implement leadership and innovation practices responding to uncertain environment.

Peranan Manajemen Sumberdaya Manusia Dalam Organisasi

This paper aims to determine the role of human resource management in organizations. The writing of this paper uses the method of literature review (library research). From the discussion it can be concluded that human resource management has three functions, namely managerial functions, operational functions, and functions to achieve organizational goals in an integrated manner. Meanwhile, the duties of human resource management are staff procurement, human resource development, compensation management, occupational safety and health, labor relations and industrial relations. The main objective of human resource management is to increase the contribution of human resources (employees) to the organization. It can be understood that all organizational activities in achieving its goals depend on the humans who manage the organization. Therefore, employees must be managed properly so that they can assist the organization in achieving the organizational goals that have been determined. To achieve the objectives of human resource management carried out by HR managers, line managers and outsourcing.
 Keywords : human Resource Management and organization

HUMAN RESOURCES MANAGEMENT IN ROMANIAN ORGANIZATIONS AND THE SPECIFICITY OF THE NATIONAL DEFENCE SYSTEM

This paper is written from the contextual perspective of understanding and reviewing the processes associated with human resources management (HRM) in organizations. Consequently, the purpose of this paper is to explore the trends of HRM practices in order to identify the specific characteristics of Romanian organizations and to establish its specificity in the national defence system. In the first part of the paper we will refer to the research framework and point out the evolving and conceptual benchmarks that are of importance to this approach. The characteristics of human resources management in Romanian organizations are established by comparisons with other countries, while the central axis of comparison is represented by the member states of the European Union (EU). Starting from the results of this analysis, the particularities of HRM that are defence-related, identified through the study of the regulatory framework and comments regarding the current guidelines are made. In the conclusions, the paper will present main ideas resulted, personal contributions, issues addressed and research limitations.

КОНЦЕПТУАЛЬНІ ЗАСАДИ УПРАВЛІННЯ ЛЮДСЬКИМИ РЕСУРСАМИ В ІННОВАЦІЙНИХ ОРГАНІЗАЦІЯХ

The article notes that the development of effective methods and approaches to human resource management in innovative organizations today is quite an urgent task since innovative entrepreneurship is a necessary basis for the existence of a modern market economy. The article aims to identify features of human resource management in innovative organizations and to develop methodological provisions of human resource management focused on improving the performance of organizations. It was in studies revealing that the basis of management is the human factor, expressed in the ability to organize its own work and teamwork, in the interest in self-development and creative activity. The key figure of management is a professional – a manager capable of seeing the prospects of development of the business he is engaged in, and able to quickly assess the real situation and find the best solution to achieve the goals. The article highlights the main characteristics of creative people, which, according to the authors, determine the success of an innovative organization. It is emphasized that human resources are a company’s most important asset. This is supported by the fact that the employee must have an active stand and constantly monitor whether he is achieving the goals set by him and what his share is in achieving the overall goals of the organization. This is the main reason for the transformation of the requirements for human resource management tactics and strategies as well as for the formation of specific conditions for this. Undoubtedly, to achieve the goals, new (innovative) methods of human resource management must replace the old ones. However, using innovative methods does not mean excluding existing ones, but these methods also require rethinking, especially in the context of innovation. A review of innovative approaches to human resource management methods is carried out. The implementation of conceptual approaches when choosing an effective human resource management model contributes to the growth of competitiveness, the introduction of transformations from the viewpoint of innovation, and increases the efficiency and effectiveness of enterprise management.

HUMANOCRACY AS A FACTOR OF IMPROVING HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONS

The relevance of the research topic is that man as an active resource is the basis of the humanistic vision of human resource management. Today is the time for the leaders of the organizations to abandon the bureaucratic system and return humanity to the workplace, to create less bureaucratic and more humanistic organizations. According to the analysis, bureaucracy stifles modern organizations, making them less effective, so we need to rethink leadership methods in managing people, get rid of bureaucratic institutions, turn them into flexible organizations, using Agile-management, which will reveal the talent of each employee. The purpose of the research is to conceptualize anthropocracy as a factor in improving the humanistic vision of human resource management. The object of research is anthropocracy as a social and economic phenomenon in organizations. The subject of research – a humanistic vision of human resource management in organizations. Research methodology – synergetic methodology – attractor search, overcoming entropy and information stochasticity, which allows to consider organizations as open and nonlinear systems that develop in nonlinear space. One of the methods is Agile-method as a theoretical anthropocracy basis as a social and economic phenomenon in organizations of digital society, which allows a radical mission, functions, legitimacy, tools revision of organizations, which are basically changing the classical management paradigm into innovation-digital. The result of the research. Bureaucracy as an expression of the complex social system organizations essence is analyzed. The meritocracy development as the main building human-centric organizations goal and counteracting bureaucracy is demonstrated. The place and role of the community in the implementation of the human-centric organizations mission is revealed. The place and role of the community in the implementation of the human-centered organizations mission is that the organization is an opportunities mosaic, not a power pyramid. At the heart of the humanistic vision of human resource management as an alternative model of organizations is an approach that relies on man as a “resource” that serves the organizations purposes, and opposes another approach – bureaucratic. Organizations should not be indifferent to new trends in the digital society, should invest in the creative skills development, develop an experimental spirit, form an innovation and experimentation culture.

Artificial Intelligence in Human Resources Management: A Review and Research Agenda

Background: Researchers and practitioners both exhibit a growing interest in the application of Artificial Intelligence in Human Resources Management. However, research shows that there remains a substantial gap between the promise of AI and its practical application in organizations. Previous research has identified some of the challenges facing the application of Artificial Intelligence in Human Resources Management. Among these challenges is the varied nature of Human Resources functions. To address this, we adopt the Human Resource Life Cycle, which is composed of 6 dimensions that closely mirror the Human Resource functions that exist in many organizations: 1) Strategic Planning, 2) Recruitment and Deployment, 3) Training and Development, 4) Performance Management, 5) Compensation Management, and 6) Human Relations Management. Method: Through a scoping literature review, we have identified 85 articles on the topic and classified them based on the 6 dimensions of the Human Resource Life Cycle. Results: Our scoping review found that Artificial Intelligence has already been studied in relation to all 6 dimensions of the Human Resource Life Cycle. In addition, a seventh dimension was identified and integrated into the existing Human Resource Life Cycle framework: Legal and Ethical Issues. Based on the scoping review, a research agenda is presented to provide guidance for future research in the field of Artificial Intelligence in Human Resources Management. Conclusion: All 6 dimensions of the Human Resource Life Cycle, along with the seventh dimension – Legal and Ethical Issues – are already present in the literature. Future research could focus on the impact of AI on connections between dimensions, as well as the impact on HR-specific outcomes. Practitioners must recognize the limitations related to the application of AI in Human Resources Management, even though AI should still be viewed as a solution to many challenges facing Human Resources Management in organizations.

VALORES ORGANIZACIONAIS COMO SUPORTE PARA A ECONOMIA CIRCULAR E A SUSTENTABILIDADE

ABSTRACT The transition towards the circular economy (CE) requires that organizational values be examined in more depth and understood more fully, which can encourage innovation and sustainable attitudes. The majority of the studies on this matter, however, only address the technical aspects of the transition to a CE. The aim of this paper was to identify and analyze those organizational values that are essential for sustaining a culture that incorporates concepts of circularity and sustainability. Using a multi-method approach, we identified a list of 29 circular values and proposed a definition for each one. The values identified were discussed with regard to their importance in achieving sustainability. By way of a case study we also exemplified the adoption of circular values and how the specific organization we studied is nurturing those values. This seminal study enriches discussion of the importance of soft factors for the transition to a CE. It also embraces the relevance of human resource management in organizations for boosting sustainability.

Strategic resource management in private, public, and mixed-owned organisations in cities: the power of strategic urban networks

Strategic resource management in private, public, and mixed-owned organisations in cities: the power of strategic urban networks

Human resource management in telecommunications and communication organizations

Human resource management in telecommunications and communication organizations

The mediating effect of job satisfaction on the relationship between the delegation of authority and the performance of employees

The current study aims to examine the relationship between the delegation of authority and employee performance in the banking sector in Palestine. Delegating authority explores new competencies and experiences that increase the quantity and quality of performance (Al-Jammal, Al-Khasawneh, & Hamadat, 2015). The concept of delegation of authority is gaining increasing attention by human resources management in large organizations because the concept of delegation of authority is one of the most important concepts used in the practice of management (Muhammad & Kazmi, 2020). A questionnaire was used to collect data and 300 questionnaires were distributed after being reviewed by a panel of experts. The Social Package for the Social Sciences (SPSS) was used to analyze and process the data, and the study found that there is a positive relationship between the delegation of authority and performance. This relationship mediates job satisfaction, as delegation contributes to increased job satisfaction, thus, job satisfaction increases the quality of performance. The current research recommended that additional efforts should be invested to enhance the culture of delegation of power and attention to the state of job satisfaction among workers in banks as well as other institutions and that future research should focus on finding new ways to ensure improvement in the quality of performance in the banking sector in Palestine