Role Of Human Resource Management Research Articles

IMPACT OF ARTIFICIAL INTELLIGENCE IN HRM- A CONCEPTUAL STUDY

It is now a necessity of survival rather than choice for businesses to accept and keep technology separate from them. Businesses are now integrating technology with their objectives to guarantee their existence, expansion, and continuity. The company has completely changed due to technological improvements, which have made its commercial processes more efficient and well connected than before. Business technology innovations involve bringing people and machines closer together and investigating methods to use technology to increase productivity, simplicity of use, and efficiency. One such transformation in business is the application of artificial intelligence (AI). In today's cutthroat corporate world, artificial intelligence (AI) is critical to human resource management (HRM). AI has the potential to completely transform HRM procedures by automating mundane jobs, expediting workflows, and offering HR managers specialized solutions. AI can also enhance hiring, training, performance evaluation, and pay administration. HR departments may manage their workforce more effectively and efficiently by utilizing AI technologies. HR organizations may optimize expenses and deliver superior employee service by utilizing AI-powered solutions. AI is playing a bigger role in HRM now that it can help businesses become more efficient while simultaneously raising employee satisfaction. By analyzing employee feedback, HR departments can better understand how employees view their work environment and chances for advancement. This helps HR departments get insights into employee engagement and productivity. It makes it possible for HR departments to automate the hiring process, which facilitates the process of finding qualified applicants. This study can offer insights into AI potential in HRM and assist clarify the existing state of AI in HRM.

Contemporary Human Resource Management Practices and Diversity in Changing Business Environments

Human resource management (HRM) serves as the cornerstone for organizations to achieve strategic objectives, address staff welfare, and enhance customer satisfaction. This study delves into the pivotal role of HRM in shaping organizational activities, particularly in the transition from personnel management to strategic HRM. It underscores the importance of aligning HRM strategies with overall organizational goals and examines various HRM practices and techniques. This study adopts a qualitative research design aimed at exploring the pivotal role of human resource management (HRM). The findings revealed that by exploring contemporary challenges and employing these techniques, coupled with the expertise of HR practitioners, organizations can effectively mitigate challenges and leverage opportunities. Moreover, a well-coordinated HRM approach, involving all levels of the organization and stakeholders, facilitates market expansion, strengthens brand reputation, and enhances talent retention and attraction. This study adopts a qualitative research design aimed at exploring the pivotal role of human resource management (HRM).

The Relevance of Human Resources Management to Today's Business Environment

In today's economic phenomenon around a dynamic and competitive business landscape, the role of Human Resources Management (HRM) has evolved significantly to meet the evolving needs and challenges faced by organizations. I will explore the relevance of HRM in the contemporary business environment, highlighting its critical importance in driving organizational success and sustainability. The research begins by discussing the shifting paradigms in HRM, emphasizing the transition from traditional personnel management to strategic HRM. It examines how HRM functions such as recruitment, training, performance management, and employee relations have evolved to align with organizational objectives and foster a culture of innovation and agility. The research delves deeply into the strategic role of HRM in talent acquisition and retention, acknowledging the pivotal role of human capital in achieving competitive advantage. It discusses how HRM practices such as talent sourcing, succession planning, and diversity management contribute to building a skilled and diverse workforce that drives organizational growth and innovation. The research explores the significance of HRM in fostering employee engagement and motivation. It highlights the importance of creating a supportive work environment, promoting work-life balance, and recognizing employee contributions to enhance productivity and job satisfaction. It also examines the role of HRM in managing organizational change and fostering adaptability in the face of disruptive technologies and market shifts. It discusses how HRM practices such as change management, leadership development, and organizational culture alignment facilitate successful transformation initiatives and ensure organizational resilience. The analysis concludes by emphasizing the strategic imperative for organizations to invest in HRM practices that prioritize employee well-being, talent development, Work-Life balances and organizational effectiveness.

Leadership Development Strategies in Organizations: The Role of Human Resource Management in Improving Effectiveness and Productivity

Effective human resource management strategies are key to sustainable business growth in a rapidly changing and competitive business environment. For organizations wishing to remain relevant and competitive in the global marketplace, the importance of leveraging innovation, environmental sustainability, and ethics and social responsibility in human resource management is of great concern. Therefore, the purpose of this research is to determine how the implementation of human resource management strategies that focus on innovation, sustainability, and ethics can help organizations achieve sustainable growth. This research was conducted using a descriptive-analytical approach by collecting data through literature review and content analysis of various relevant sources. The findings of this study revealed that HRM strategies based on innovation and sustainability help organizations to maximize human resource potential and create productive and sustainable work environments. In addition, the application of ethics and social responsibility in HR decision-making is a key pillar in creating an organizational culture of integrity. Organizations can achieve sustainable growth and sustainability by implementing this strategic approach.

Green Human Resource Management – Unveiling the Emerging Themes and Scopes for Further Studies

Green human resource management has recently caught the attention of researchers due to global environmental concerns thus sustainable development. Accordingly, academic researchers have been enormously focusing on this particular domain. As a result, it is deemed acknowledged research trends and themes are rising in this domain. Therefore, it is indeed crucial to explore the research trends in this particular topic to allow future researchers to find scopes for further study. Consequently, this study aims to explore the research publication trend, themes, and scopes for further study. To achieve this objective, both Scopus and the Web of Science databases were used to gauge the research publications relevant to green human resource management. A total refined of 396 documents were taken to perform bibliometric analysis. The findings showed a gradual growth in the publication in recent years at a significant pace. Furthermore, mainly three themes were observed namely, green human resource management linked to environmental management and green behavior, sustainability and performance, and green innovation and green intellectual capital.  These findings enable future researchers to learn the existing themes that have already been emphasized which creates new opportunities for future studies. Policymakers may find these findings crucial to observe the current role of human resource management from different sectors which allow them to support further studies for robust output.

إدارة الموارد البشرية وتأثيرها في نجاح المشاريع في الشركة السعودية للصناعات الأساسية (سابك) في المملكة العربية السعودية

The focus of the study is to explain the role of human resources management in the success of projects in the Saudi Basic Industries Corporation (SABIC) in the Kingdom of Saudi Arabia. The descriptive analytical application was used using the questionnaire study tool for a direct sample of 100 employees in the most important results: There is a relationship that has proven successful in human resources management to achieve the success of projects in the Saudi Basic Industries Corporation (SABIC) in the Kingdom of Saudi Arabia, There is a positive relationship in human resources management to achieving success in projects in the Saudi Basic Industries Corporation (SABIC) in the Kingdom of Saudi Arabia, After managing human resources in discussions and meetings related to senior levels.

Study on the Role of Human Resource Management in Sustainable Development

Study on the Role of Human Resource Management in Sustainable Development

The role of human resource management in improving employee performance

This study aims to evaluate the impact of the role of human resource management on improving employee performance at PT. Agro Hikmah Sejahtera Nguling Pasuruan. The focus of the study is focused on the company and the evaluation of human resource management in the company from the point of view of management economics. This research uses a qualitative approach by applying literature research methods, interviews, and documentation analysis conducted at the research site. Data were analyzed to assess the extent to which the role of human resource management contributed to improved employee performance. The results showed that the role of human resource management has a significant impact in improving employee performance. In addition, the study identifies methods and strategies that can be used to improve employee performance through human resource management roles. From the perspective of management economics, this study provides an overview of the evaluation of human resource management.

A Systematic Literature Review on Green Human Resource Management Practices: Current Insights and Future Directions

This systematic literature review (SLR) aims to provide a comprehensive analysis of existing research on Green Human Resource Management (HRM) practices. As organizations increasingly recognize the imperative of integrating environmentally sustainable strategies, the role of HRM in fostering green initiatives has gained prominence. The review follows a structured methodology involving the identification of key databases, formulation of a targeted search strategy, and application of rigorous inclusion and exclusion criteria to select relevant literature.
 The review categorizes the selected studies based on themes such as the types of Green HRM practices, implementation strategies, and the associated environmental and organizational outcomes. Methodological rigor and quality assessments are employed to evaluate the credibility and reliability of the included studies. The synthesis of findings reveals patterns, contradictions, and gaps in the current state of the literature, providing insights into the diverse approaches organizations adopt to embed environmental sustainability in HRM practices.
 Key discussions encompass the implications of Green HRM practices on organizational performance, employee engagement, and the broader context of corporate social responsibility. The review critically examines the strengths and limitations of existing research, identifying areas for future investigation. Ethical considerations are emphasized throughout the review process, ensuring the integrity of the findings and acknowledging the contributions of original authors.
 This SLR contributes to the ongoing discourse on Green HRM by offering a consolidated overview of the current state of research, highlighting practical implications for organizations, and proposing a roadmap for future investigations. The findings of this review are valuable for HR professionals, scholars, and policymakers seeking to enhance the environmental sustainability of organizations through effective HRM practices.

Examining the Role of HRM Practices in Fostering Employee Engagement Towards CSR Initiative.

This paper investigates the pivotal role of Human Resource Management (HRM) practices in fostering employee engagement towards Corporate Social Responsibility (CSR) initiatives within organizations. CSR has become a cornerstone of modern business strategy, acknowledging its significance in promoting sustainable practices and societal well-being. Employee engagement serves as a crucial link between CSR initiatives and organizational success, influencing attitudes, behaviors, and commitment levels among employees. Drawing upon existing literature and empirical evidence, this research provides insights into how HRM practices can effectively nurture and sustain employee engagement towards CSR, thereby contributing to enhanced organizational performance and social impact. [1] Theoretical frameworks such as Social Exchange Theory and Psychological Contract Theory are utilized to understand the mechanisms through which HRM practices shape employee attitudes and behaviors towards CSR. Social Exchange Theory elucidates how HRM practices serve as indicators of organizational support and commitment, fostering reciprocity and engagement among employees towards CSR goals. Psychological Contract Theory highlights the role of HRM practices in shaping the implicit expectations and obligations between employees and organizations, influencing perceptions of trust, fairness, and mutual respect, which in turn drive engagement towards CSR. [2] The paper explores key HRM practices that play a vital role in fostering employee engagement towards CSR initiatives, including recruitment and selection, training and development, performance management, and rewards and incentives. It discusses how organizations can integrate CSR considerations into these practices to create an enabling environment that motivates and empowers employees to actively participate in CSR efforts. Furthermore, implications for HRM practice are outlined, emphasizing the need for strategic alignment between HRM and CSR objectives, leveraging technology and communication channels to enhance employee engagement, and fostering a culture of transparency and accountability. DOI: https://doi.org/10.52783/tjjpt.v45.i02.6106

Enhancing employee wellbeing and happiness management in the wine industry: unveiling the role of green human resource management

BackgroundIn today’s business environment, where sustainability has emerged as a strategic axis of business practices, the study of the link between human resources management and environmental management becomes increasingly necessary. In this sense, the present research focuses on analyzing the impact of Green Human Resource Management (GHRM) on the Sustainable Performance (SP) of Spanish wineries, as well as the mediating effect of Employee Wellbeing (EW) and Work Engagement (WE) on this linkage. In addition, age, size and membership in a Protected Designation of Origin (PDO) are introduced as control variables to increase the precision of the cause-effect relationships examined.MethodsThe study proposes a conceptual model based on previous studies, which is tested using structural equations (PLS-SEM) with data collected from 196 Spanish wineries between September 2022 and January 2023.ResultsThe findings of the research reveal the existence of a positive and significant relationship between the GHRM development and the SP of Spanish wineries, as well as the partial mediation of EW and WE in this association.ConclusionsThe uniqueness and significance of this study can be attributed to several crucial factors. First, it enhances the understanding and knowledge regarding the advantages associated with GHRM development. Second, no prior research has conducted a comprehensive study on GHRM as a catalyst for SP within the context of Spanish wineries. Third, to the best of the authors’ knowledge, no previous study has analyzed the mediating role of EW and WE as mediators in the relationship between GHRM and SP of wineries.

CHALLENGES AND PARADOXES IN MODERN HUMAN RESOURCE MANAGEMENT AND ITS ROLE IN BUILDING SUSTAINABLE ENTERPRISES

Debates around corporate social responsibility (CSR) suggest that human resource management (HRM) is well-suited to help companies achieve the goals of many stakeholders. HRM is founded on pluralistic ideals. What strategies may HR professionals employ to actively participate in the corporate social responsibility (CSR) agenda? This is the problem they encounter. This research investigates the solution to that issue by utilizing findings from an SRL. Through this approach, we can ascertain the crucial roles of human resource management in establishing sustainable organizations and highlight the challenges that arise from conflicting organizational goals. As a concluding step, this analysis provides two recommendations to practitioners: firstly, how to comprehend these conflicting objectives in order to exert a tangible impact on CSR projects, and secondly, where to proceed in terms of further research.

Environmental regulations, GHRM and green innovation of manufacturing enterprises: evidence from China

The contradiction between the economy and the environment is becoming more and more prominent. Green innovation is significant for Chinese manufacturing enterprises considering environmental and economic performance. Based on motivation theory and motivation crowding theory, this study aims to explore the impact of environmental regulations on green innovation of Chinese manufacturing enterprises and the mediating role of green human resource management between environmental regulations and green innovation of enterprises. Using structural equation modeling and SPSS macro, the results of the empirical analysis of 127 manufacturing enterprises in Guangdong Province, China, show that command-controlled regulation, market-incentivized regulation, and voluntary regulation positively impact enterprises’ green innovation, and green human resource management positively affects enterprises’ green innovation. Green human resource management only mediates the relationship between voluntary environmental regulation and green innovation. The study systematically reveals the driving mechanism of green innovation in Chinese manufacturing enterprises and enriches the relevant research on green innovation in manufacturing enterprises.

The role of human resources management in the development of total quality management in the public and private sectors in Jordan

The purpose of this study was to determine the role of human resources management (HRM) in the development of total quality management (TQM) in Jordan's public and private sectors. This study used a quantitative research technique to assess the study sample's characteristics and investigate the link between HRM practices and TQM in Jordan's public and private sectors. There were 235 Jordanians in the research sample who were used by the public and private sectors in the HRM department. . A simple random sampling method was applied to ensure that every participant had a similar chance of being included in the research. A questionnaire with elements relating to HRM practices and total quality management was used to collect data. The results indicate that human resources planning, training, and performance evaluation play significant roles in the development of TQM in both the public and private sectors in Jordan. However, organizational bonuses demonstrate a weak relationship with TQM. As a result, institutional policymakers may greatly benefit from HRM and TQM by achieving strategic objectives and enhancing overall performance. This entails creating standards for quality, identifying risks, streamlining processes  and guaranteeing customer satisfaction. The study recommendations can be made based on the mutual relationship between HRM and TQM to improve integration and make the most of this relationship such as by developing integrated training programs  and integrating individual goals with quality goals.

Strengthening Human Resource Management in a Competitive Market to Assess Cooperative Opportunities and Challenges 4.0 in 2045 Indonesian Economy Battle

Through strengthening the role of human resource management in dealing with changes in the market environment facing the 4.0 competition war in the Indonesian economy in 2045, which causes changes in all aspects of digitalization that occur in cooperative organizations, the purpose of this study is to conduct a study of the opportunities and challenges facing cooperatives in the industrial era 4.0. The alterations also call for business intelligence in evaluating high-tech developments in the interchange of knowledge relating to design and innovation, as well as information collected from the behaviour of suppliers and customers, which will be continuously transmitted in Industry 4.0. The research method that was used for this study was the troubling method approach, which involves an in-depth examination of causal relationships, listening to information from a variety of parties, and the discovery of appropriate solution ideas through a narrative study that is articulated qualitatively. According to the findings of this study, the formation of cooperatives in Indonesia has yet to reach its full potential and still needs to be strengthened in terms of planning and funding. This breakthrough will become the foundation upon which the Indonesian economy will be built in 2045 to attain economic goals based on cooperative endeavours. Because of this, cooperatives want confidence regarding their place in the ecosystem of the digital platform transformation, which necessitates tight collaboration that is mutually advantageous for both the suppliers and the customers.   

Integrated Role of Human Resource Management in Mitigating the Post-Covid-19 Challenges in Retail

The decline in retail sales during the COVID-19 pandemic was driven by quarantine measures, household financial problems, social distancing norms and changes in consumer shopping behaviour. Shopping habits have been significantly transformed: customers refrained from visiting crowded and large stores where it was difficult to maintain social distancing, often preferred to shop online, made bulk purchases in one visit, reducing the need for frequent trips to the store, delegated a family member to do the shopping, avoided group visits to stores to minimize the impact of the virus on the family, etc. Therefore, the post-pandemic recovery of the retail sector is becoming an important task for many countries. The article systematizes the main problems of the retail sector after the COVID-19 pandemic in general and human resources issues in particular. It structures the scientific work of scholars from different countries on human resources management in retail in the post-pandemic period. During the pandemic crisis, the retail sector experienced a surge in job losses, wage cuts, and high staff turnover, and the pandemic created a problem of employees’ isolation from the team, as well as staff adaptability, as employees were forced to multitask and perform additional, non-standard functions. The rapid changes in quarantine restrictions during the pandemic left retailers’ management with limited time to consider and execute critical business decisions, including recruitment, which often resulted in either a shortage or overstaffing. As the economy has gradually recovered from the pandemic, this loss of human capital has proved irreversible, with many experienced employees having already adapted to other jobs or changed careers. The article explores the mechanisms for overcoming post-pandemic staff losses in retail through effective planning of human resource management policies, in particular, the bottom-up approach, trend analysis and the Delphi method, implementation of creative recruitment strategies in retail in the face of staff shortages, in particular, through digital technologies, with a focus on soft skills and adaptability of candidates, etc. The article also discusses the mechanisms for overcoming post-pandemic challenges in retail using effective methods for assessing the effectiveness of human resources (in particular, straight-ranking appraisals, grading, management by objectives and 360-degree appraisals), techniques to evaluate employee engagement, the integrated role of HR management and HR administration in this regard is substantiated. A separate part of the study is devoted to post-pandemic lessons for the human resource management system in ensuring safe working conditions and employee health and safety when retail workers still experience fear of large crowds and psychological distress about the transmission of viruses in the workplace through direct interaction with customers and objects. The next block of the study focuses on the changes in career planning requirements in the post-COVID-19 era, building appropriate strategies and scenarios.

Wake up and get some sleep: Reviewing workplace napping and charting future directions

Although research demonstrates the importance of napping for health and well-being within work settings, the topic has resulted in limited empirical investigations, fragmented literary results, and an elusive understanding of whether napping should be normalized in the workplace. Also, what needs to be clarified are the benefits of workplace napping (WN) and the role of human resource managers in promoting the practice of WN. A systematic, narrative synthesis approach is used to review the existing WN literature, conceptualize WN, and discuss its benefits for employee relations, productivity, and the role of human resource managers on WN. Finally, based on this conceptual backdrop, future research questions are proposed that help pave the way for the normalization of WN.

Effect of CSR on Corporate Performance: The Mediating Role of Human Resources Management

The management and marketing literature has increasingly emphasized the significance of corporate social responsibility (CSR) in determining company performance over the past few decades. While there is growing recognition of the potential impact of CSR initiatives on business outcomes, there remains a lack of consensus on the specific mechanisms through which CSR influences performance. This ambiguity underscores the need for further research to elucidate the relationship between CSR and business performance. Our research seeks to address this gap by examining the role of CSR-based human resource management as a potential mediating factor in this relationship. This focus is particularly pertinent given the pivotal role that employees, as key stakeholders, play in shaping organizational outcomes. By analyzing data from a sample of small and medium-sized manufacturing companies using partial least squares structural equation modelling (PLS-SEM), we found evidence supporting the hypothesis that CSR initiatives can positively impact business performance. Importantly, our findings suggest that the effectiveness of a company's CSR strategy in enhancing performance may be contingent upon the extent to which these initiatives are geared towards improving human resource management efficiency. In conclusion, current study contributes to the evolving understanding of the complex interplay between CSR and business performance, highlighting the critical role of human resource management practices in mediating this relationship.

Implementasi Manajemen Sumber Daya Manusia di Madrasah Aliyah Negeri 2 Kota Malang

Human Resources (HR) play an important role in improving the quality of education in educational institutions, including Madrasah Aliyah Negeri (MAN). So, good management is needed to achieve madrasah goals. Using a qualitative approach and combined methods, researchers describe the role of HR management, implementation of HR management, and strategies to increase the productivity of teaching and education staff. In achieving maximum results, researchers collected data through observation, interviews and analysis of related documents. The research results show that the role of HR management in MAN 2 Malang City is very important for the institution as seen from the positive impact of its implementation. Apart from that, the implementation of human resource management at MAN 2 Malang City is carried out in the implementation of management functions, namely planning, procurement, coaching and development, promotion and transfer, dismissal, compensation and employee assessment. MAN 2 Malang City also has a strategy to increase the productivity of its human resources, including continuous training and development, providing incentives and rewards, as well as effective coaching and supervision.

SMEs sustainability: The role of human resource management, corporate social responsibility and financial management

Research background: The sustainability of small- and medium-sized enterprises (SMEs) represents a significant scientific and professional problem in the current turbulent period because these enterprises play an important role in any country’s economic and social systems. Purpose of the article: This paper aimed to define the significant sustainability factors of small and medium-sized enterprises and to quantify their impact and importance on the sustainability of SMEs. The areas of Human Resource Management, Corporate Social Responsibility, and financial management were defined as significant sustainability factors. Methods: Empirical research, on which the scientific hypotheses were formulated and evaluated, was conducted in June 2022 in V4 countries (Czech Republic, Slovak Republic, Poland, and Hungary) using a structured questionnaire. The study accumulated a sample of 1398 respondents. Data collection was conducted through an external agency, MN FORCE, operating in Central European countries. The Computer Assisted Web Interview (CAWI) method was used to record respondents’ perceptions. Descriptive statistics, correlation analysis, and linear regression analysis were used to evaluate the hypotheses. Findings & value added: The research showed that all defined factors in the areas of Human resource management (HRM), Corporate social responsibility (CSR), and financial management of the firm had an impact on defined sustainability attributes. The greatest impact was found on the firm’s financial management, followed by CSR and HRM. The empirical results confirm that the intensity of the independent variables varies across the V4 countries. These results also show that the intensity of the selected HRM, CSR, and financial management factors of a firm is higher in the integrated models than in the models for individual V4 countries. The research results have shown that a range of factors determine the right attitude towards the sustainability of companies. In this context, economic policymakers and entrepreneurs must perceive sustainable growth as complex and apply a systemic approach to its design and implementation.