Role Of Human Resource Management Research Articles

Resilience for Sustainability: The Synergistic Role of Green Human Resources Management, Circular Economy, and Green Organizational Culture in the Hotel Industry

This research explores the extent to which Green Human Resource Management (GHRM) practices in the Egyptian hotel sector contribute to the adoption of Circular Economy (CE) practices and, eventually, organizational resilience. Using a sample of 402 employees from green-certified Egyptian hotels, the current study applied Partial Least Squares Structural Equation Modeling (PLS-SEM) on the data collected. The results show the positive effect of GHRM on the adoption of a circular economy that significantly enhances both internal and external organizational resilience. In addition, high Green Organizational Culture (GOC) strengthens the positive relationship of GHRM with the adoption of a circular economy. From this work, some empirical evidence is provided to show that circular economy practices can play a partial mediating role between GHRM and organizational resilience. These findings also present valuable insights for hotel managers and policymakers on how to achieve sustainability and resilience by means of integrated GHRM and circular economy strategies.

The Role of Human Resource Management Strategy in Creating Superior Quality Educators

This research is motivated by the urgent need for schools to have competent and superior human resources (HR) to support the success of education. HR management is strategically related to individuals' contribution to achieving academic goals. The quality of human resources in schools is essential in determining the quality of education and achieving national standards. This research aims to understand the role of human resource management in creating superior human resources in schools. The method used is a Systematic Literature Review (SLR) to analyze 30 nationally accredited articles from Google Scholar. SLR was chosen because it can provide a comprehensive picture and synthesize various relevant research results, resulting in more valid and reliable conclusions. The study results show that human resource management is central to creating quality education personnel through administrative management and teacher recruitment and selection, professional development, performance evaluation, welfare, fair compensation, school culture development, and conflict management. All of these aspects support each other in building superior human resources, ultimately improving the quality of education. This study contributes significantly to understanding the importance of HR management in the educational environment. It offers best practices that schools can apply to improve the quality of education personnel.

From Motivation to Action: The Role of Green Human Resource Management and Public Service Motivation in Promoting a Circular Economy in Cambodia

From Motivation to Action: The Role of Green Human Resource Management and Public Service Motivation in Promoting a Circular Economy in Cambodia

Work‐Related Intimate Partner Violence (WIPV): A Systematic Review and Feminist Conceptual Analysis

ABSTRACTIntimate partner violence (IPV) is a long‐standing and egregious social issue that inherently impacts and is impacted by work and workplaces. Work‐related intimate partner violence (WIPV) is a pattern of IPV that both directly and indirectly undermines victim‐survivors' employment, work, and careers, yet scant attention has been paid in management studies to workplace responses and responsibilities regarding this form of violence. Hence, we conduct a systematic review and conceptual analysis of 111 WIPV‐focused papers utilizing three well‐established feminist lenses to ascertain and conceptualize what we know and do not know about the WIPV domain and, more importantly, to outline an agenda for what we should know from a gendered perspective about WIPV. We develop a gender‐sensitive, multilevel framework with which we investigate and challenge the WIPV research agenda from individual, interactionist, and structural viewpoints, including the interaction between these perspectives. A key purpose of this paper is to extend debate about WIPV beyond the current focus of human resource management (HRM) research and practice on micro‐level employment issues to include meso‐level organizational and macro‐level societal issues. A second and connected purpose is to draw attention to the need to address big societal challenges related to workplaces and to highlight the pivotal role of HRM in fostering ethical and socially sustainable workplaces. Thus, we advance the vital debate about WIPV, provide a template for how gender can be conceptualized in HRM and workplace research, and challenge the boundaries for organizational involvement in areas traditionally deemed as private or societal.

Efektivitas Pemberian Jaminan Sosial kepada Pegawai

Social security plays an essential role in human resource (HR) management, particularly in improving employee welfare, as employees are key assets in any organization. This study aims to analyze the effectiveness of implementing the social security program at PT. Bank Sumut KCP Lahewa, North Nias Regency, and its impact on employees. A qualitative method was used, with interviews conducted to gain employees' views on the program's benefits. The results show that the program has been implemented effectively. Employees feel their well-being is supported through two health insurance options, Mandiri Inhealth and BPJS, which offer sufficient protection. This program enhances employees' sense of security and comfort, positively influencing their motivation and productivity. However, there are technical issues in the claims process that require further assessment. The study recommends that the company improve social security outreach, streamline the claims process, and consider additional relevant coverage options. Thus, social security is expected to further support employee welfare and foster a more productive work environment.

The Role of Human Resource Management in African Construction Companies

African countries have been heavily investing in construction projects, both infrastructure and superstructure. The construction industry is one the rapidly growing sectors in the continent and it greatly contributes to employment. The population increase and the urbanization in the continent, the strong growth of the construction sector is inevitable. However, there are still many crucial challenges to overcome, financing, available electrical grids, transportation, procurement, and skilled employees. Human Resources Management plays an important role within a Construction Organizations, Institutions, Associations or Companies in terms of work distribution. It is also the principal nerve otherwise the skeleton of any business that we want to achieve an efficient and effective goal in short, medium and long run time. Our case of study, GUICOPRESS - Guinea shows the real situation of building construction in Africa in general and Guinea in particular. Guinea is a large open work place which needs to be well - structured and organized, because of the lack of modern facilities around the country. Conakry the capital city has poor architecture and infrastructures. Shanties are sharing the same zone or space with luxurious buildings here and there so that it is difficult to see the beauty of the city although it is the largest city in Guinea. According to the business local magazine “Gniouma, 2020”, GUICOPRESS employs more than 10, 000 employees in Guinea and stays the leader of small and medium size companies in Guinea. This strong capacity of that enterprise is due to the strong policy implemented by its General Management Director, who likes innovating his works, by investing some huge amount of money in manpower and machinery purchasing. Beyond its financial contribution, GUICOPRESS - Guinea contributes a lot in the charity’s field through its social unit called “KPC for Humanity” assisting beggars, building schools in remote areas for poor communities.

The mediating role of HRM outcomes in the relationship between employee development and company performance results: A study with a sustainable HRM perspective on Central European MNCs

AbstractThe main goal of the article is to determine the mediating role of human resources management (HRM) outcomes in the relationships between employee development (ED) and company performance results and to establish whether there are any identifiable regularities in this scope in the pre‐pandemic and pandemic period of COVID‐19, the latter being understood as a crisis period, in the headquarters (HQs) and foreign subsidiaries of multinational companies (MNCs). Additionally, the article aims to undertake an interpretation of the obtained research data from the perspective of sustainable HRM. The empirical research encompassed 200 MNCs with headquarters in Central Europe. The research encompassed 200 MNCs headquartered in Central Europe. For statistical analysis, the Partial Least Squares Structural Equation Modeling was used. The results indicate that HRM outcomes serve as a positive intermediary and this mediation is stronger in crisis times. The findings enrich both theory and practice, providing a solid framework for incorporating sustainable HRM into organizational strategic management, including ED, especially in MNCs, to boost performance and resilience. An innovative aspect is the application of employee key performance indicators as the efficiency index to study variable effects.

Assessing the Effects of Organizational Culture on the Connection Between Innovation in Organizations and Human Resource Management

This article examines the significance of human resource management (HRM) in innovation, organizational culture, and organizational effectiveness. The conceptual framework creation was supported by extracting information from literature research on related study topics, such as resource-based views and organizational effectiveness. This paper seeks to address the existing gap in the literature on organizational effectiveness by emphasizing the role of HRM in influencing business performance. Specifically, it focuses on the intermediate impact of HRM on innovation and culture. This research can help higher education institutions better understand how human resource policies can improve long-term performance by encouraging innovation and fostering an effective culture.

Interplay between GHRM and logistics social responsibility: when big data analytics matters

PurposeThis paper analyses the role of green human resources management (GHRM) practices on the application of logistics social responsibility (LSR) practices and examines the moderating effect of big data analytics (BDA) utilisation levels within these relationships.Design/methodology/approachBased on quantitative research methodology using survey data from 404 managers in the logistics service providers (LSPs) industry in the Philippines, PLS-SEM technique was used to test hypotheses formulated in this research.FindingsEmpirical results achieved suggest that GHRM practices have a significant positive impact on LSR. Among all individual GHRM practices, green training and development did not have any influence on LSR. While the results also revealed that BDA assimilation acts as a moderator of the relationship between GHRM and LSR, no support was found for the moderation effect of BDA acceptance or adoption on this relationship.Originality/valueThe study fills a gap in the logistics literature by introducing dynamic capabilities theory to the nexus between GHRM and SLR for the first time, which reveals previously unknown answers on effects of GHRM practices on LSR. The study also introduces BDA assimilation as an important moderator that can strengthen positive impact of GHRM on LSR.

Eco-Leadership in Action: Integrating Green HRM and the New Ecological Paradigm to Foster Organizational Commitment and Environmental Citizenship in the Hospitality Industry

The 21st century has spotlighted environmental sustainability in global discourse, urging businesses to act responsibly amidst climate change and resource depletion. This study explores the role of green human resource management (GHRM) in fostering the New Ecological Paradigm (NEP) among employees, enhancing organizational commitment (OC), and promoting organizational citizenship behavior towards the environment (OCBE) within the hospitality industry. Findings demonstrate that GHRM practices, including green recruitment, training, and performance management, significantly improve environmental performance and employee engagement in sustainability initiatives. Data were collected from 382 employees working in 5-star hotels in South Korea, utilizing a structured online survey to gather insights into GHRM’s influence on NEP, OC, and OCBE. The analysis was conducted using covariance-based structural equation modeling (CB-SEM) to rigorously test the hypothesized relationships among these constructs. However, integrating GHRM with NEP presents challenges, such as aligning organizational culture with eco-centric values and overcoming resistance to change. Motivated by the urgent need for sustainability, this research underscores the necessity for integrated HRM approaches to achieve sustainability. A key motivation behind this integration is to establish a workforce that not only understands but actively champions environmental stewardship, thereby strengthening the organization’s reputation and competitive advantage. Additionally, challenges such as balancing short-term operational costs with long-term environmental goals persist, requiring strategic commitment and effective resource allocation. Recommendations include embedding sustainability in HR policies, providing comprehensive environmental training, incentivizing green initiatives, establishing robust monitoring systems, and fostering cross-departmental collaboration to reduce the ecological footprint. This study contributes to the growing body of literature on sustainable business practices and highlights the strategic importance of eco-leadership.

Role of Strategic HRM as Mediator of Intellectual Assets and Knowledge Sharing of Hotel Performance in West Java

In addition to examining the factors affecting organizational performance and hotel performance, this research aims to investigate the relationship between knowledge sharing and intellectual assets and hotel strategic human resource management (HRM). To create a robust knowledge culture, strategic HRM and hotel management should collaborate. This can be accomplished by holding team meetings, workshops, employee development programs, and discussion forums to promote cooperation and knowledge exchange among staff members. Maintain a competitive edge in the hospitality sector, while offering visitors outstanding service. This research was done using quantitative methods. In this study, 185 employees served as samples. Structural equation modeling was used in the analysis method (SEM). The findings demonstrated that knowledge sharing and intellectual assets impact the hotel’s strategic HRM. Hotel performance is impacted by knowledge sharing and intellectual assets. Strategic HRM influences organizational performance. Intellectual assets and knowledge sharing affect hotel performance through strategic HRM. By increasing employee knowledge and skills and encouraging collaboration and continuous learning, hotels can improve organizational performance, provide superior service to guests, and stay competitive in the hospitality industry. Strategic HRM should work closely with hotel management to build a strong knowledge culture. This can be accomplished by carrying out initiatives like staff development and training, workshops, team meetings, and discussion forums to encourage collaboration and knowledge sharing among employees. Keywords: intellectual assets, knowledge sharing, strategic HRM, organizational

Sustainable Human Development and Human Resource Management Strategies in Building Sustainable Cities

While the context of rapid urbanization and increasing challenges faced by cities worldwide, the role of Human Resource Management (HRM) in fostering sustainable urban development has garnered significant attention. This paper presents a comprehensive review of existing literature on HRM strategies aimed at building sustainable cities. Thus, a detailed analysis of the prominent findings of studies on “human resource management” and “sustainable cities” in Google Scholar, Web of Science (WoS) and Scopus databases was presented by a literature review. The review synthesizes insights from a range of sources including academic articles to identify key themes, trends, and best practices in HRM for urban sustainability and reveals that effective HRM strategies play a crucial role in addressing urban challenges such as population growth, environmental sustainability, social inclusion, and economic resilience. Furthermore, the review highlights the importance of aligning HRM strategies with broader urban development goals and policy frameworks and emphasizes the need for collaboration among government agencies, businesses, academia, and civil society to implement integrated HRM approaches that promote sustainable urban growth and enhance the quality of life for urban residents. The findings from this literature review also contribute to a deeper understanding of the role of HRM in building sustainable cities. Therefore, this paper concludes with recommendations for future research directions and practical implications for human resource (HR) professionals, policy makers, and urban planners seeking to create more sustainable urban environment.

An integrative review of acculturation perspectives in management research: the role of HRM

Acculturation is becoming an increasingly important and discussed topic in management research, with important implications for human resource management (HRM). However, although current managerial and organizational reviews include the concept of acculturation, little research has explored the concept of acculturation itself. Different perspectives on acculturation seem to exist, suggesting that the topic of acculturation has not grown uniformly in the field, and these differences have not been fully explored. This paper conducts an integrative review to examine the main perspectives of acculturation at the individual and organizational levels in management research, along with the strategic role HRM has played in them. Individual-level perspectives include a nonwork-cultural perspective, a work-cultural perspective, and a work-nonwork perspective. Organizational-level perspectives include a merger-fit perspective, a merger-integration perspective, an organizational-distance ­perspective, a diversity-management perspective, and an organizational-socialization perspective. We identify similarities, gaps, and limitations of research on acculturation at both the individual- and organizational-levels and discuss implications for future research.

The role of sustainable human resources management in the organizational effectiveness of the company

Sustainability has become an important part of strategy building both at the global and individual companies level. The principle of long-term development, conservation and reproduction of resources becomes relevant not only in terms of global problems, but also in the development of individual companies. The human resource management department plays a major role in achieving sustainable development of companies. This interaction takes on new meaning with the emergence of the concept of sustainable human resource management. This paper discusses the concept of sustainable human resource management and organizational effectiveness of the company. Organizational effectiveness, defined as the ability to achieve goals on time, is a strategically important indicator that companies strive to achieve. The purpose of this work is to study the concept of sustainable human resource management as a tool for achieving organizational effectiveness of the company. The paper presents the main indicators and advantages of the concept. The main barriers to implementing the concept in practice were also analyzed. By combining the results of content analysis, a model for achieving organizational effectiveness of the company by implementing sustainable human resource management practices was compiled. The method of systematic review of the literature based on the model of the author J. Garza-Reyes was applied in the work; Scopus and Science Direct databases articles for the entire period were considered. The article can be useful both for further theoretical study of the concept and for practical application by companies to build a strategy to achieve organizational effectiveness.

Dimensional Perspectives of Human Resource Development

Human Resource Management (HRM) is a collective term for all the formal systems created to help in managing employees and other stakeholders within an organization. It is tasked with four main functions, namely, the recruitment, utilization, development and motivation of employees. Ideally, the role of HRM is to find the best way to increase the productivity of an organization through its employees. Until recently, an organisation’s human resource department was categorized in the lower rungs. This is surprising considering the crucial role that this department plays in replenishing and nourishing an organization’s resources. It has transformed significantly from the task-oriented nature of administration it used to be in the 1980s. It is now viewed as a strategy-focused extension of every organisation. This department thrives on specific principles, such as commitment and competence, Another core function of HRM is employee orientation and development. Orientation is the process of teaching new recruits the necessary skills, knowledge, and behaviors so that they can transition to the new organisation effectively. Employee orientation is a broad process conducted by the HR department, and it’s done through different methods, including lectures, meetings, videos, mentoring, and team-building exercises. The main objective of the orientation is to provide new recruits with adequate information regarding the organisation’s targets, rules, policies, and activities. Employee development refers to all the efforts for improving individual, team, and organizational effectiveness. One aspect the human resource department tackles is talent development. This involves aligning the employees’ skills with the organisation’s needs. In addition to hiring, training, and orienting employees, HRM should alsoimprove their career opportunities.

The Role of Strategic Human Resources Management in Developing Competitive Advantage: a Systematic Literature Review, synthesis and framework for Future Research

Purpose - Research examining the role of Strategic Human Resources Management (SHRM) in increasing Competitive Advantage (CA). There are many studies of SHRM and CA, but the role of SHRM is still in doubt and there are various modifications of research variations that test mediating variables and or moderating variables that affect CA, and there are differences in the theoretical basis used in various studies. To address this gap, a literature review of the role of SHRM on CA is presented. Design/methodology/approach – Systematic review protocols and content analysis was used to analyze and synthesize insights from 50 empirical studies obtained from two academic databases: Scopus, Google Scholar. Findings – Significant diversity in previous research on the role of SHRM on CA is summarized in several themes. There are significant limitations in the conceptualization of the influence of SHRM on CA, including along with a narrow focus on geographic, methodological and contextual foci of prior studies. The authors propose a comprehensive framework and extensive gap-specific research directions to aid future research. Research limitations/implications – The SLR is limited in its consideration of empirical studies published in academic journal articles obtained from Scopus, and Google Scholar databases. Social implications – The authors reveal the foundation variables, theories that can be used in future research on the influence of SHRM on SCA. Originality/value – This study enhances and extends the research on SHRM's influence on CA by utilizing the perspectives of various modal and multidisciplinary variables for further investigation. The use of perspectives can further ascertain the role of SHRM on CA.

Digital transformation in human resources management and work-at-home

Purpose Based on the ability, motivation and opportunity (AMO) theory, this study aims to investigate the role of digital human resources management (digital-HRM) practices in influencing hotel employee behaviors, especially their adoption of work-at-home (WAH). Design/methodology/approach The study was conducted in two stages in hotels in Vietnam. Stage 1 used a mixed method to develop an instrument to measure digital-HRM practices. In Stage 2, through a survey of 303 respondents, the research investigated digital-HRM practices’ additive and interactive effects on WAH. Findings The study shows that digital-HRM comprised five factors. Except for digital recruitment, the other digital-HRM practices significantly affected WAH. In addition, the research suggests that digital training and employee involvement should be combined to enhance employee willingness for WAH. Research limitations/implications Drawing on the AMO theory, this study constructs a digital-HRM measurement scale to study the antecedents and consequences of these practices to improve employees’ digital work efficiency. In addition, through both additive and combinative (a two-way interaction) models, the study enhances the HRM and hotel management theory by understanding why digital-HRM practices are essential to boost employees’ digital competencies to adopt remote working. Practical implications By investigating the role of digital-HRM practices in improving employees’ adoption of WAH, this study provides empirical implications for hotels to manage digital-HRM practices better and thus makes remote working effective. Originality/value The existing literature reveals the lack of a deep understanding of how HRM practices can promote digital devices and services and their influence on employee behaviors, especially in the hotel sector. To the best of the authors’ knowledge, this study is unique in extending the AMO theory into the digital context to illuminate components of digital-HRM practices and clarify how digitalizing HRM practices can motivate hotel employees to accept WAH.

Human Resource Management Practices and Firm Innovation: An Empirical Study in Sri Lankan SMEs

In the modern business world, organisations are confronting a severe competitive and unceasingly changing condition. In this context, innovation has gained significant popularity in management and entrepreneurship literature as vital in reaping competitive advantage. Thus, organisational practitioners are in the quest to better encourage and organise innovation within their firms to warrant sustainable competitive advantage. However, how to promote innovation within organisations remains obscure and paradoxical. The past literature shows that human resource management practices are the antecedents of firm innovation. Therefore, studies are investigating the role of human resource management in facilitating firm innovation. Nevertheless, empirical evidence remains inconsistent, and theory is fragmented. Notably, the link between human resource management and innovation in Sri Lanka echoes several unresolved aspects. Since scant empirical research has addressed those relationships in developing country contexts, this study explicitly investigates the relationship between human resource management practices and firm innovation in Sri Lankan SMEs. Data were marshalled through a self-reported questionnaire with 214 Sri Lankan SMEs. As a caveat, the reliability and validity of the variables were confirmed. The hypotheses were tested with statistical software, PLS-SEM (Partial Least Squares Structural Equation Modeling). The study revealed that recruitment and selection, training and development, and performance appraisal significantly impact firm innovation. However, compensation and reward systems positively impact product innovation, not process innovation, and this study found a negative impact of compensation and reward systems on administrative innovation. The study contributed to the extant human resource management and innovation literature in many ways discussed at the end of the paper. On an equal footing, practical implications for HR managers, practitioners and employees were lucidly discussed. The present becomes a springboard for future scholarly works.

The Evolution and Strategic Role of Human Resource Management in Modern Organizations

The Evolution and Strategic Role of Human Resource Management in Modern Organizations

Green Transformational Leadership in Improving In-Role and Extra-Role Performance: Green Human Resource Management as Mediation

Sustainability and environmental responsibility are becoming increasingly important in public-sector organizations, especially for government offices in the districts. Although large corporations have been the focus of much research on sustainability practices on environmental responsibility, governance offices play an important role in the environmental impact of their activities. This research aims to explain the role of green human resource management in mediating the relationship between green transformative leadership behavior in improving performance within and outside the role that environmentally friendly staff. Using 97 civil government officials as samples, the study tested the hypothesis with the boostraping method on smartPLS version 4, as well as the size effect mediation with upsilon (v) statistics. The findings indicate that GHRM is able to mediate the relationship between GTL and IRGP and also between GTL and ERGP. These results prove that G HRM is capable of being a partial mediator in this study. The limitations and recommendations for further research are described in this article.