Organizational Resource Management Research Articles

Cross-Cultural Adaptation of a Questionnaire Measuring Organizational Citizenship Behavior towards the Environment

Translation, adaptation, and validation of instruments for cross-cultural investigation requires a rigorous methodological procedure that should be carefully planned to deliver instruments with adequate reliability and validity. This process was applied to a questionnaire measuring Organizational Citizenship Behavior toward the Environment (OCBE), Organizational Identification (OI), Environmental Responsibility (ER), and Green Human Resources Management (GHRM) in Portuguese and Slovak organizations. Several methodological procedures for cross-cultural adaptation and validation of questionnaires were analyzed, most of which used independent translators, experts’ analysis, and backward translation to the original language. In the present study, a procedure adapted from Beaton et al. (2000) was applied successfully, and the blind backward translations; expert committee; and the two pretests to assess content validity, functional equivalence, and clarity proved to be worthy. The psychometric properties were measured using a sample from Portugal (N = 122) and Slovakia (N = 269). Although employees were perceiving neither a strong environmental responsibility of their organizations nor strong green human resources management, they identified themselves with the organizations and engaged in OCBEs. Comparing both countries, the factorial structure was remarkably similar, highlighting the eco-helping actions and eco-civic engagement of OCBEs. Comparing both countries, the factorial structure was remarkably similar, highlighting the eco-helping actions and eco-civic engagement of OCBEs. The results indicated that the translated instrument was functionally equivalent to the original one, valid (scale CVI/Ave > 0.83), and reliable (Scale Alpha > 0.733) for evaluating the effect of employee practices and organization management in promoting and supporting environmental sustainability.

Work and Employment Practices in an Intriguing Sub-Saharan Context: Unpacking Salient Endogenous Traits

Although cultural beliefs and practices have been shown as essential drivers of organizational employment policies and practices, the role of endogenous traits in managing employees in organizations in Africa has received less attention in research. We address this gap by employing an exploratory qualitative study approach to ascertain how Sub-Saharan African cultural norms and values shape the design and implementation of human resource management (HRM) in local and foreign-owned organizations in Cameroon. Data were drawn from key stakeholders, including human resource (HR) managers, trade union officials, staff representatives, and top management performing HR and strategy duties. The evidence delineates four major endogenous (socioculturally anchored) organizational HRM phenomena and their relevance for the organizations, employees, and the local community. This paper argues that the observed endogenous work and employment practices serve as the “glue” between organizational stakeholders, beget immense reverence, enhance employees’ experience and well-being, and are appropriate caryatids of modern organizational HRM in Africa.

Building cooperative and high-performance organizations with high-performance work systems: the role of firm age and industry dynamism

Although numerous empirical studies have linked human resource (HR) management systems, including systematic HR practices, such as high-performance work systems (HPWS), to superior organizational performance, our understanding of how these benefits vary among firms operating under different levels of environmental uncertainty is limited. By integrating insights from organizational theory, strategy, and strategic human resource management (SHRM), I theorize that an organization’s internal and external environments—specifically firm age and industry dynamism—modulate the benefits derived from HPWS. Utilizing longitudinal data encompassing 1,585 firm-year observations across five waves from 2009 to 2017, I demonstrate that the positive impact of HPWS on organizational performance is most pronounced for younger firms in highly dynamic industries. Conversely, for older firms, this positive effect weakens as industry dynamism increases. Additionally, I discovered that cooperative norms serve as a crucial mediating mechanism. My findings mark a significant advance in our understanding of when and how firms, amidst varying degrees of environmental uncertainty, reap differential benefits from HPWS—especially through the mediation of cooperative norms.

Human resource management in ambidextrous organisations – A systematic literature review

The objective of this study involves identifying the key pillars and strategies for managing human resources in ambidextrous organisations. This seeks to grasp how these organisations foster sustainability, success and high levels of organisational performance in response to the demands raised by competitive markets. This correspondingly applied the systematic literature review technique to the Web of Science database. Following the identification of 121 articles, we applied the co-citation and bibliographic coupling analytical techniques in accordance with VOSviewer. This process identified four pillars to the strategic management of human resources in ambidextrous organisations: ambidextrous leadership, ambidextrous management systems, ambidextrous learning and ambidextrous organisational culture that, in turn, highlight various organisational strategies. In academic terms, this generates deep reflections on future lines of research and a better understanding of the relevance of the strategic management of human resources in ambidextrous organisations in addition to clearly portraying a structure underpinning the relationships identified among the pillars and strategies capable of attaining success.

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.

Human Capital Strategies to Foster Employee Engagement Within Post Pandemic Layoffs

Purpose: The purpose of this study is to highlight productivity and engagement issues being experienced across industries, subsequent to strategic human capital realignment, in response to changes in the business environment. The linkages among employee engagement as related to leadership communication, work-life balance, and professional development are explored as the discussion draws on previous research examining employee’s organizational behavior to leadership response within the midst of exceptional events. Design/Methodology/Approach: The authors draw upon 15+ years in general management, communications consultant, and research in organizational behavior. Findings: Research shows that the restoration of trust and a path to creating an organizational culture which invites job engagement through organizational commitment are paramount. The combination of specific strategies coupled with organizational resource management during crises such as rapid and massive layoffs, change, and uncertainty indicates the necessity for tenacity with adaptability facilitated by strategic leadership communication of a shared vision. It will be important for organizational leaders to consider human capital investment strategies that can boost engagement. Practical Implications: Within the context of uncertainty organizational leaders must communicate empathy with employees and examine how much of a role an individual’s perceived career mobility and skill competence plays in strengthening their work engagement. Employees with positive work-life balance can exercise resilience, creativity, and tenacity. As organizations tackle the varying factors related to employee retention and engagement, they should implement strategies that not only retain employees but equip them with the characteristics that define psychological capital within the future of work. Post-pandemic organizational behavioral practices must empower employees to obtain a work lifestyle that allows them to feel in control of their personal and professional trajectories. Originality/value: The current study contributes to the stream of literature on layoff anxiety, productivity issues, and the role leadership communication and human capital strategies play in bolstering employee engagement. Furthermore, the current study highlights the importance of strategic leadership communication as organizations grapple with the challenges of a post layoff exercise, such as, how to increase productivity, engagement, retention, adaptability to the future of work, and profitability for long term growth.

Artificial Intelligence In Human Resource Management of Organizations

   Relevance. Digitalization covers all spheres of our life, the pace of development of information technologies is accelerating – their importance in modern society is increasing. There is an active introduction of modern technologies into various business processes, including personnel management, which can change the human resource management system we are used to. The field of artificial intelligence development is not left behind, impressing the whole world with the pace of development in many areas, including work with personnel: recruitment, hiring and training.   The purpose of the article is to study the introduction of digital technologies in personnel management.   Objectives: to study the directions of artificial intelligence development in economics and management; to consider the history of the origin of the idea of such an application of artificial intelligence tools; to assess the interest in artificial intelligence in the field of human resource management; to consider the opinions of leading experts on the successes and prospects of the introduction of artificial intelligence in human resource management.   Methodology. In the course of scientific research, empirical, theoretical, statistical methods and methods of graphical representation were used.   Results. The theoretical aspects of the application of artificial intelligence technologies were studied; the popularity of this topic in science and business was shown. The experience of using artificial intelligence in human resource management of large global and Russian companies is summarized and the prospects for the development of this direction are shown. Examples of the positive effect of the introduction of artificial intelligence in the field of human resource management are shown.   Conclusions. The article emphasizes the relevance and importance of the topic under consideration, taking into account the latest trends, perspectives and views of leading analysts. The possibilities that artificial intelligence technologies open up in the field of human resources are considered.

Unveiling The Double-Edged Effects of High-Performance Work Systems (HPWS) On Employee Performance: A Case Study of a Selected Company in Durban Republic of South Africa

It has been documented that HPWS has both positive and negative effects on employee performance. However, limited studies are affirming this view therefore the review provides a comprehensive understanding of the strengths and weaknesses of HPWS in organisations.To aim of the study is to provide a comprehensive understanding of the strengths and weaknesses in the applications of HPWS in organisations. Under the research goals, a qualitative research methodology was utilised, specifically using in-depth interviews to collect data. The target population consisted of 6 employees of the organisation studied. These individuals were purposefully selected as they possess the necessary information to assess the perceived effects of HPWS on employee performance in organisations. For data analysis, the qualitative thematic data analysis approach was employed. The usage of thematic analysis in this study is founded on its ability to offer comprehensive and compelling insights into the concept of HPWS.Based on the six-step approach of qualitative thematic analysis, the findings suggest that the combination of employee motivation and strategic human resources management practices with HPWS can enhance employee performance. Nevertheless, it has been noted that improper implementation of HPWS can result in heightened job demands and burnout among employees. Therefore, incorporating an evidence-based approach in implementing HPWS is recommended. The study has a limitation as it solely utilizes a qualitative approach, leading to constraints in terms of statistical measurement. Consequently, it is recommended for future studies to employ quantitative or mixed methods research to obtain a more comprehensive understanding of the relationship between HPWS and employee performance.This study recommends that human resource management professionals use this research as a catalyst for implementing HPWS in their organisations. It can offer valuable guidance on effectively utilising HPWS as a concept and practical approach in managing human resources within organisations.The study highlights and postulate the importance of motivation and an evidence-based approach to HPWS. The evidence-based approach can be acknowledged as a contemporary approach to human resource management in organisations.

Pengaruh Kompensasi terhadap Kinerja Karyawan dalam Perusahaan

Compensation is a key element in human resource management that has a significant impact on employee performance in the company. Fair pay and financial motivation have long been topics of deep research in a variety of disciplines, including management, economics, and psychology. Compensation has a role in helping employees perform better. Employee performance will be influenced by compensation, so to ensure that workers work professionally, organizations must consult with them to decide on compensation levels. Business effectiveness and efficiency will be influenced by the quality of human resources, which will be determined by success in determining appropriate compensation for employees. This journal uses the library research or literature review method as the main basis in the process of writing scientific articles or journals. The reference sources used in this article were obtained through Google Scholar, a platform that facilitates access to various sources of scientific literature. In this way, we can ensure that this scientific article is supported by quality and relevant sources. The implications of this research indicate that companies should consider these factors in the planning and implementation of their human resource policies to achieve optimal employee performance and ensure employee well-being. Thus, these aspects can serve as guidelines in improving human resource management in organizations.

Construction and validation of reputation metrics for human resource management in Brazilian public organizations

Construction and validation of reputation metrics for human resource management in Brazilian public organizations

Strategic Human Resource Planning and Service Delivery in County Governments in Kenya

Strategic human resource management in public sector organizations enables governance arrangements that promote efficient service delivery. However, service delivery in county governments in Kenya gets stymied by both human resource and funding constraints. Due to contextual gaps in the strategic human resource management practises in county governments in Kenya, the study evaluated the role played by strategic human resource planning on service delivery in Kenya. The study adopted a descriptive design and systematically examined the HRM practises by sampling 140 respondents (47 county secretaries, 47 county directors of HRM and 46 municipality managers from municipalities based at the county headquarters of 46 counties) through interviews and questionnaires. The respondents were selected based on their operational and functional human resource management roles in various units in the 47 counties. The research instrument was validated through a review by a panel of supervisors and a pilot testing exercise. The qualitative reports indicated that the county governments can attract qualified and competent persons with critical skill sets to match the various job descriptions and optimally sustain service provisions at the county level. The correlation analysis indicated that service delivery positively correlated with strategic HR planning practises (r = 0.6510, p< 0.05) at 0.05 significance levels, while the regression analysis indicated that strategic HR planning practises explains about 41.61 % variance in service delivery with an effect size (β1 = 0.6451 (t = 8.97, p< 0.05). Based on the findings, the study concludes that strategic human resource planning practises hold a positive and significant potential impact on service delivery in county governments in Kenya. The study recommends proactive planning and proper structuring of the county workforce based on knowledge, skills, abilities, and other characteristics

Transformation in Organizational and Human Resource Management in the Digital Intelligence Age

This article explores the revolutionary impact of digital technology and artificial intelligence on organizational and human resource management in the era of digital intelligence. Confronted with challenges in industrial evolution, technological innovation, and customer-centric dynamics, businesses are urged to embrace innovation and instill a culture of transformation. The pivotal focus lies in propelling the transformation of organizational and human resource management in six key dimensions. Firstly, organizational systems evolve to become more open, interconnected, flexible, and adaptive. Secondly, human resource allocation diversifies, emphasizing collaborative synergy among team members. Thirdly, performance management methods underscore alignment with organizational strategy and culture, emphasizing the improvement of employees’ perspective and competence. Fourthly, values management signifies a shift towards intrinsic motivation and cultural consistency in personnel management. Fifthly, leadership styles stress motivation, empowerment, and support, prioritizing an employee-centric approach. Sixthly, it underscores the value of human capital as the cornerstone of innovative incentive strategies, advocating for sustained investment in key talent. In summary, the framework advocates for innovation as a strategic imperative, recognizing the intrinsic value of individuals as the driving force behind organizational success and underscoring human resources as a pivotal driver of organizational development in the era of digital intelligence.

Human Resource Management Practice and Innovative Work Behaviour: The Mediating Role of Work Engagement

Hotel employees' innovative behaviour and work engagement are critical to the quality of hospitality services. Although research has established that human resource management benefits individuals, teams, and organizations, it needs to be clarified whether it could promote innovative behaviour and work engagement among hotel employees. This study aimed to investigate the effect of human resource management practices on innovative behaviour among hotel employees and examine work engagement's mediating role in this relationship. Questionnaires from five four-star hotels were given to 152 respondents in order to collect data. The PLS-SEM model was used to evaluate the data. The result showed that human resource management practice significantly and positively affects innovative work behaviour and engagement. Similarly, work engagement substantially positively impacts the innovative work behaviour of hotel employees. The research also demonstrates that work engagement significantly mediated the association between human resource management practice perception and innovative work behaviour.

Role of Human Resource Management in Organizations

The role of human resource management in organizations in the Kartasura sub-district has been well designed and implemented in accordance with the needs of the region and the residents of Kartasura. The purpose of this research is to find out how the role of human resource management in the Kartasura sub-district is carried out. This research was conducted using qualitative methods such as observation, interviews, and literature review studies. The role of human resource management itself is divided into three. First, in administration, the Kartasura sub-district is responsible for carrying out the work program activities that have been designed. Second, operational and advocacy roles are carried out to control employees so that they can contribute well so that the work carried out can run effectively and efficiently. Third is the strategic role of human resources that must be carried out to support the work program that will be carried out. With the existence of a strategy in the work program that will be carried out, it is hoped that it can provide results that are in accordance with the goals desired by the company or organization.

The Role Of Paternalistic Leadership Dimensions On Employee Innovation Work Behavior

This study aims to examine the influence of paternalistic leadership dimensions (benevolent leadership, moral leadership and authoritarian leadership) on innovation work behavior which has an important role as a driver of resource management in organizations to build innovative employee work behavior. The population of this study were employees of Investment Office and One-Stop Integrated Services Semarang Regency with sample techniques using saturated samples of 40 people and statistical analysis tools using Smart PLS Version 4.0. The results showed that the hypothesis that states the role of paternalistic leadership dimensions such as benevolent leadership and authoritarian leadership has an effect on innovation work behavior is accepted, while moral leadership has an effect on innovation work behavior is not accepted. Suggestions for future research should add or combine with other predictor variables so that the study can be generalized such as transformational leadership, transactional leadership, and work environment to improve innovation work behavior.

A Guide to People Management Practices Focused on the Circular Economy: A Theoretical Approach

Aims: The training and development of people is essential for the companies that want to adopt the Circular Economy, but little has been objectively discussed in the literature on the subject, leaving several gaps for research. Then, the main goal of this study is to identify the people management practices organizations must adopt for the circular economy to happen in their processes and businesses.
 Study Design: Literature review and analytical assessment.
 Place and Duration of Study: Estate of São Paulo, Brazil, companies, experts, and general literature, between June 2019 and July 2020.
 Methodology: The study used a theoretical approach to people management practices in the general context as well as in the context of the Circular Economy. Then, a subjective analysis of the interpretation was performed to find correspondence between standard requirements and Circular Economy practices. Finally, a conceptual model was created.
 Results: The Circular Economy was characterized as sustainable development, justifying the need for human resource management to be oriented toward the Circular Economy. It was shown that 20% of articles in the literature address the need for people management oriented towards the circular economy. The relationship of the thirty-one identified practices with the standard requirements was divided into four dimensions: Organizational Culture; People Development; Leadership; and Team Development. A conceptual model was built based on the identified practices and classified into the four dimensions.
 Conclusion: The leading practices that best contribute to the Circular Economy context are divided into four dimensions and are recommended to be adopted for the successful transition to the Circular Economy. This research contributes to the human resources management in organizations transitioning to a Circular Economy and fills a gap in the development of people for such transition. Academically, it presents a contribution to the studies of people management in the context of Circular Economy for the changing organizations.

The problem of strategic human resource management in healthcare in Poland

Objective — to study the basic principles of the strategic human resource management in healthcare, to analyze the features of human resource management in healthcare organizations, to analyze the long‑term trends of the human resources in the healthcare in Poland and to propose the recommendations for the implementation of measures for strategic human resources management in healthcare organizations.
 Results. The problems of the long‑term and short‑term tendencies of human resources in the healthcare in Poland are discussed in the article. The age, gender and regional distribution of the human resources in the healthcare are shown and the main factors influenced on the dynamics of these indicators are described. Taking into account different problems in the healthcare in Poland the importance of the strategic human resource management is presented and the general recommendations for health institutions are given.
 Conclusions. Strategic management and analysis of human resources development are crucial in Polish healthcare. Health institutions need strategic plans and performance assessments for medical facilities. The expanded strategic management of medical organizations involves assessing both the external and internal environment, considering macroeconomic changes, regional shifts, market dynamics, mobility, qualifications, motivation of medical personnel, and evaluating the organization’s image among patients and public entities. In strategic human resources analysis, key factors include strategic intentions, forecasting challenges, positioning, and prioritizing human resources management. Given the complex macro environment of medical organizations, it’s crucial to identify the most significant factors, evaluate their potential impact, and formulate response measures within the organization’s strategy.
  

The Conceptual Model of Green Human Resource Management in Business Organization: A Literature Review

The conceptual model of Green Human Resource Management (GHRM) in business organizations focuses on integrating green practices into human resource management strategies, the research model can support organizations in minimizing expenses without losing talent, reducing total costs, and driving business success in an ever-evolving world. GHRM is a program that helps create a green workforce that can understand and appreciate green culture in an organization that requires a high level of technical and management skills in employees. This research aims to see the implementation of GHRM in organizations that support environmental performance and see the dimensions of GHRM practices in supporting sustainable business organizations. This research used a qualitative research design with a literature study approach. The results of this study state that GHRM involves integrating green practices into human resource management functions, such as recruitment, training, performance appraisal, and compensation. Implementing GHRM can improve environmental performance, financial savings, and competitive advantage. The research limitation only refers to the research of the GHRM conceptual model. In the research "Conceptual Model of Green Human Resource Management in Organizational Business," the originality can be found in the specific focus on developing a conceptual model for green human resource management (GHRM) in the context of organizational business.era demands a tight competition among organizations, and employee engagement plays pivotal factors in determining the organizational success, especially in the manufacturing companies. This research examines the effect of organizational leadership, employee development, and performance management on employee engagement in the manufacturing sector. Through a comprehensive case study approach, data were collected from several manufacturing companies to analyze the relationships among these key variables. Quantitative approach was applied. Respondents were employees of manufacturing companies in food and beverage, automotive, textile, electronic, and other sectors, recruited using saturation sampling technique. The causal model was applied, and data were analyzed using Structural Equation Modeling, which was operated through SmartPLS. The results of the study demonstrated a positive and significant effect of organizational leadership and performance management on employee engagement. However, training and development were found to have no significant effect on employee engagement.

Contribution of change management Principles to Human Resource Management in Educational Organizations

Constant change and transformation are needed in educational organizations. change management determines the organization's growth and the impact of the quality of education on its students and its services. The aim of this article is to discover the impact of change management principles on human resource management within educational institutions. To do so, this paper will present a critical meaning of human resources management, educational organization, and change management; it will analyze how change management principles can make an impact on the way human resources management is directed, by doing this, this paper will provide new findings and specific steps that educational organizations can apply to enhance growth and transformation through change management practices. In order to meet this objective, This research follows a strictly qualitative approach with a grounded theory methodology so that the instruments and type of information to be gathered will be through theoretical sampling with an inductive method to the description, and analysis of theories, and concepts. As a main finding, it is proposed that educational management arises in response to the proper application of change management principles.

Analisis Pemilihan Enterprise Resource Planning (ERP) Menggunakan Analytical Hierarchy Process (AHP) Studi Kasus Pada PT. Laba Usaha Mandiri

Enterprise Resource Planning (ERP) can be used as a concept of organizational resource planning and management to generate added value for the company. PT. Laba Usaha Mandiri as an oil palm plantation startup is trying to improve its organization by trying to implement an ERP system to support daily operations. It is important that the ERP system selection process is carried out properly and correctly. And due to budget reasons, open source ERP was chosen for this problem. The selection of ERP system software for this company became the subject of a survey using quantitative methods using primary data and secondary data as samples. The results of testing and analysis using the Analytical Hierarchy Process (AHP) methodology are expected to be a guideline for the management of PT. Laba Usaha Mandiri to choose their ERP correctly