Role Of Human Resource Management Research Articles

Small‐ and medium‐sized enterprises' carbon footprint reduction initiatives as a catalyst for green jobs: A systematic review and comprehensive business strategy agenda

AbstractMotivated by the growing attention on climate change, this study provides an up‐to‐date and comprehensive systematic literature review (SLR) on small‐ and medium‐sized enterprises (SMEs) carbon footprint reduction initiatives and green jobs. Based on datasets from databases that include Web of Science, Scopus, ProQuest and Google Scholar, we conducted a SLR of 70 published articles spanning 2012 to 2022. Using VOSviewer and InfraNodus, bibliographic cluster analysis revealed the existence of three clusters namely; the role of green job initiatives and green human resource management in SMEs (cluster 1); green innovation, green Initiatives, green strategy and circular economy in SMEs (cluster 2); carbon footprint reduction initiatives, carbon performance, carbon management and carbon emission in SMEs (cluster 3). We found that SMEs adopt green supply chain, employing energy‐saving strategies, eco‐friendly waste reductions and recycling, circular economy, and green office practices. The study results indicate that these carbon footprint initiatives can lead to green job creation since green competences are required to implement green initiatives. However, value propositions relating to carbon reduction initiatives within SMEs need to be integrated with employee engagement. Additionally, the SLR identifies future research areas that include exploring the association among SMEs carbon footprint, green innovation and green jobs, and strategies to enhance climate change initiatives. Consequently, we call for future research to focus on the design of green jobs tracking and carbon footprint reduction reporting framework to support SMEs' green initiatives. The findings have key policy implications for SME owners, policymakers, practitioners and future researchers.

Assessing the Role of HRM and HRD in Enhancing Sustainable Job Performance and Innovative Work Behaviors through Digital Transformation in ICT Companies

In the era of Industry 4.0, digital transformation has become a cornerstone for modern organizations, fundamentally altering how businesses operate and compete. This study delves into the impact of digital transformation on human resource management (HRM), human resource development (HRD), and employees’ innovative work behaviors and job performance in a rapidly evolving business environment. In conducting a survey among 391 employees from information and communication technology (ICT) companies in China, structural equation modeling was employed to analyze the data. The findings reveal a correlation between digital transformation and innovative work behaviors and job performance, with HRM and HRD playing partial mediating roles. Digital transformation not only optimizes work processes and enhances productivity but also fosters the innovation of business models and processes. Moreover, the research indicates the critical importance of implementing efficient digital systems and processes in promoting an organizational culture of innovation and enhancing employees’ innovative capabilities. Thus, digital transformation is seen as a pivotal strategic tool, altering not just the modus operandi of organizations but also influencing employee behavior and performance.

The Role of Human Resource Management in Sustainable Development

This paper discusses the role of human resource management (HRM) in sustainable development. With the increasing global attention to environmental, social and economic sustainability issues, human resource management (HRM), as one of the core functions within organisations, plays a crucial role in driving organisations to achieve the goal of sustainable development. The article firstly describes the core functions and concepts of HRM and analyses the needs of HRM for sustainable development strategies. Then, the role of HRM in sustainable development is explored in detail from the three dimensions of environmental sustainability, social sustainability and economic sustainability. Through case studies and discussion of challenges and strategies, this paper aims to provide theoretical support and practical guidance for the practice of HRM in sustainable development.

Implementasi Manajemen Sumber Daya Manusia dalam Meningkatkan Motivasi Kerja

Work motivation is an important factor in improving employee performance and achieving organizational goals. Human Resource Management (HRM) plays a crucial role in motivating employees through various strategies and policies. The method used in this study is a type of qualitative research. The data sources obtained in this study are from the results of library research from various sources. The main source of data for this research is the results of research published on google scholar. Data analysis was carried out qualitatively with the stages of data reduction, data presentation, and conclusion drawn. The results of this study are obtained how the role of human resource management in increasing work motivation, effective human resource management strategies and policies to increase work motivation, as well as challenges and solutions in the implementation of human resource management to increase work motivation

THE ROLE OF HUMAN RESOURCE MANAGEMENT IN IMPROVING THE PERFORMANCE OF LOMBO VILLAGE APPARATUS, SIDENRENG RAPPANG DISTRICT

This research aims to identify the role of human resource management (HRM) in improving the performance of village officials in Lombo Village, Sidenreng Rappang Regency. The research method used is a qualitative approach with descriptive case studies. Primary data was collected through interviews with village government officials, while secondary data was obtained from various sources such as websites, social media, books, and presentation materials. Literature reviews on HRM and performance were used as the basis for data analysis. The research findings indicate that HRM plays a crucial role in enhancing the performance of village officials. Careful selection of village officials involving community participation, employee development through training and education, and providing fair and adequate compensation are some key aspects identified. Based on the research findings, it is recommended to continue improving the selection process of village officials with greater precision and transparency, continuing investment in employee development, implementing periodic and objective performance assessment systems, and reviewing and updating existing compensation systems. It is hoped that the implementation of these recommendations will enhance the effectiveness of HRM at the village level, which in turn will contribute to improving the performance of village officials and village development overall.

ადამიანური კაპიტალის მართვა ისტორიული თეორიის ჭრილში

The historical role of human resource management and its importance in effective organizational performance and continuous development is discussed. To understand the historical role of the human resource management, the article reviews the corresponding literature and analyzes management approach based on human capital theory in relation to effective performance of contemporary organizations. At an early stage of scientific research in economic development a human’s role was evaluated as a special resource (human resource) and as a subject of social development. At a later stage a human was considered as a subject of economic development. This gave origin to terms like an “individual” and a “person”. In this case a human is considered as a subject of social and labor relations. Currently, key elements of the social-economic reform, such as stabilization of social-economic and political environment, invention and establishment of new manufacturing and management technologies, rationalization of the finance and banking systems and improvement of social welfare and quality of lifestyle are still critical challenges facing our country. These challenges can only be addressed by implementation of consistent policy in social and labor relations. Establishment of social market economy in the country and its well-organized functioning is possible with integration into global production. This primarily refers to adaptation of domestic labor relations with the internationally recognized social and labor relation system. This goal can be achieved by continuous organizational development efforts. For this reason, it is essential for each organization to develop and periodically renew its human resource management strategy and action plan that will ensure alignment of its personnel conduct and behavior and entire progress with its organizational needs. For organizational development it is essential to develop and periodically renew employee performance evaluation, motivation, personnel development policy and procedures. Staff motivation policy shall define both monetary and non-monetary incentives and be targeted at maintaining best human capital crucial for the long-term success of any organization. Personnel development policy should reflect the correlation between the results of performance evaluation and personnel development plan. The policy should prescribe rules for developing an individual development plan and setting career development criteria. In addition, a personnel career development policy and procedures should prescribe organizational training needs identification methodology, priority trainings, training opportunities and respective actions. Knowledge gained at the trainings should be expanded throughout the organization. Concentrating on above processes will turn an organization into an attractive employer with desirable working environment and organizational culture.

Role of Human Resources Management in Construction Company in Africa

Role of Human Resources Management in Construction Company in Africa

Human Resource Management Challenges in Modern Hospitality at the Coastal Regions

Purpose: The main objective of this study was to explore the human resource management challenges in modern hospitality at the coastal regions. Methodology: The study adopted a desktop research methodology. Desk research refers to secondary data or that which can be collected without fieldwork. Desk research is basically involved in collecting data from existing resources hence it is often considered a low cost technique as compared to field research, as the main cost is involved in executive’s time, telephone charges and directories. Thus, the study relied on already published studies, reports and statistics. This secondary data was easily accessed through the online journals and library. Findings: The findings revealed that there exists a contextual and methodological gap relating to the human resource management challenges in modern hospitality at the coastal regions. Preliminary empirical review revealed that the high turnover rates prevalent in coastal hospitality, the need for cross-cultural HRM strategies to manage a diverse workforce, the importance of sustainability initiatives in HR practices, the impact of technology adoption on HR efficiency, the necessity of effective workforce planning in hurricane-prone regions, and the role of talent management and career development in attracting and retaining skilled employees. Collectively, these findings highlight the critical role of human resource management in shaping the success and sustainability of hospitality establishments in coastal regions. To address the identified challenges, practitioners in the industry must consider tailored HR strategies that account for seasonal fluctuations, cultural diversity, environmental sustainability, and technological advancements. Unique Contribution to Theory, Practice and Policy: By grounding the study on these three theories; Human Capital theory, Resource-Based View theory, and Contingency theory, researchers can develop a robust framework for exploring the human resource management challenges in modern hospitality at coastal regions, taking into account the importance of human capital development, resource-based competitive advantage, and contextual contingencies. The study therefore recommended for developing tailored HR strategies, investing in employee training and development, promoting sustainability and environmental responsibility, enhancing employee wellbeing, leveraging technology for HR efficiency and being crisis and disaster prepared. Addressing the unique human resource management challenges in modern coastal hospitality requires a proactive and strategic approach. By implementing these recommendations, hospitality businesses in coastal regions can create a more resilient and effective HR management system, leading to improved guest experiences, employee satisfaction, and overall business success. Keywords: Coastal Hospitality, Human Resource Management, Challenges, Modern Hospitality, Coastal Regions

Optimizing Green Supply Chain Inventory Models in the Dairy Industry: The Strategic Role of Human Resource Management

Optimizing Green Supply Chain Inventory Models in the Dairy Industry: The Strategic Role of Human Resource Management

The Role of Green Human Resource Management in Enhancing Employee Engagement and Environmental Performance

The present investigation centers on the function of Green Human Resource Management (GHRM) in augmenting environmental performance and employee engagement. Organizations use GHRM as a strategic method to deal with environmental concerns that arise from both the inside and the outside. The goal of the study is to emphasize how important GHRM is to creating an ecologically conscious and sustainable workplace. Organizations can enhance environmental performance by lowering waste generation and pollution levels, prioritizing employee engagement, and establishing a safe and healthy work environment. In order to determine whether GHRM, employee engagement, and environmental outcomes are related, the study looks at these relationships in the hopes that applying green practices will increase organizational profitability. In order to avoid greenwashing and match HRM tactics with environmental concerns, the GHRM idea is essential. By underlining the benefits of businesses’ environmental actions and the contribution of GHRM in recent advancements, this study adds to the body of literature. Keywords: Green Human Resource Management, GHRM, employee engagement, environmental performance, waste reduction, pollution reduction

Human resource strategies for resilient supply chains in logistics and transportation: A critical review

This study systematically reviews and analyzes the literature on Human Resource Management (HRM) strategies for enhancing supply chain resilience in the logistics and transportation sector, identifying the pivotal role HRM plays in fortifying supply chains against disruptions. Utilizing a systematic literature review and content analysis, this research examines articles from peer-reviewed journals, focusing on publications from 2004 onwards to capture contemporary HRM practices and their impact on supply chain resilience. The methodology involves a detailed search strategy across multiple databases, employing specific inclusion and exclusion criteria to ensure the relevance and quality of the literature reviewed. Key findings reveal that workforce agility, technological integration in HRM practices, leadership development, and the cultivation of a resilient organizational culture are essential components of effective HRM strategies in this context. These elements collectively contribute to the resilience of supply chains, enabling organizations to maintain operational continuity during disruptions. Based on these insights, the study proposes strategic recommendations for industry leaders and policymakers, emphasizing the importance of investing in employee development, adopting technology-enhanced HRM practices, and fostering ethical and sustainable HR practices to support supply chain resilience. Concluding, the study highlights the need for further research, particularly empirical studies that examine the direct impact of HR strategies on supply chain performance. This research underscores the critical role of strategic HRM in enhancing supply chain resilience, offering a roadmap for future efforts in the logistics and transportation sector.

How does mindful leadership promote employee green behavior? The moderating role of green human resource management

AbstractGiven the global environmental issues, mindful leadership could be a new approach to help employees and organizations keep their inner capabilities of mindfulness and resilience in facing uncertainty and complexity. Building on social information processing theory, the present study theorized and tested the effect of mindful leadership on employee green behavior. Among the links proposed, green organizational identity and green self‐efficacy were utilized as mediating roles, and green human resource management (GHRM) was regarded as a moderator. A total of 291 sample data were collected from Southwestern China, and the research hypotheses were examined by a structural equation model. Results confirm the significant indirect effect between mindful leadership and employee green behavior through the mediating roles of green organizational identity and green self‐efficacy. GHRM moderates the relationship between mindful leadership and employee green organizational identity, green self‐efficacy, and green behavior. Results provide a new perspective on employees' green outcomes and provide practical significance for improving organizational environmental sustainability.

Enhancing Organizational Resilience: The Transformative Influence of Strategic Human Resource Management Practices and Organizational Culture

In an era characterized by rapid changes and uncertainty, organizational resilience emerges as a critical factor for the survival and prosperity of businesses. Confronted with a progressively volatile and unpredictable organizational landscape, an organization’s capacity to swiftly and effectively address challenges and adapt to changes becomes indispensable. This paper investigates the role of strategic human resource management (SHRM) practices and organizational culture (OC) in enhancing organizational resilience (OR). The research employed a questionnaire distributed to 501 employees within public institutions, with data analysis conducted using structural equation modeling. The study assesses the direct effects of SHRM practices on organizational resilience while also investigating the mediating effects of organizational culture on the relationship between these practices and resilience. The primary findings highlight both the direct and indirect impacts of SHRM practices on organizational resilience. The study underscores the importance of adopting an integrated approach, wherein SHRM practices and organizational culture are strategically aligned to bolster organizational resilience and secure sustainable success in a dynamic and turbulent organizational landscape.

How does paternalistic leadership affect employee silence in the Chinese context? A mediated three‐way interaction model

Although employee involvement is playing an increasingly important role in contemporary human resource management, the phenomenon of employee silence is prevalent in the workplace. This study examines how leader benevolence and authoritarianism, the two components of paternalistic leadership, affect employee silence in the Chinese context. Data from 415 employees nested in 42 workgroups provide evidence for a cross‐level, three‐way interaction between benevolent leadership and authoritarian leadership and employee collective identity predicting employee silence. Specifically, benevolent‐authoritarian leadership predicts the lowest employee silence behavior when an employee holds a high level of collective identity. This three‐way interaction effect is mediated by employee interpersonal justice. Our study extends the knowledge of employee voice/silence behavior in the Chinese cultural setting by shedding light on the role of leadership characteristics. To reduce employee silence, organizations should provide training to improve leaders' skills to balance authoritarianism with benevolence, as well as activate employees' collective identity to further enhance the effectiveness of paternalistic management.

Case Study on- “Recruitment and Selection Process” at Unique Rotopack Pvt Ltd

Role of Human Resource Management is important Function concerned with organizational activity aimed at Betterment of Employee’s performance as individuals and groups in organizational Settings. Recruitment and selection is the process of attracting individuals on a timely basis in sufficient numbers and with appropriate qualification, to apply for jobs within an organization. The process of searching prospective employees with multidimensional skills and experience that suits organization strategies in fundamental to the growth of the organization, this demands more comprehensive strategic perspective recruitment. Organizations require the services of large number of personnel, these personnel occupies the various positions created to the process of organization. Each position of the organization has certain specific contributions to achieve the organizational objectives. The recruitment process of the organizational has to be strong enough to attract and select the potential candidates with right job specification. The recruitment and selection process begins with human resource planning and concludes with the selection of required number of candidates, both HR staff and operating managers have responsibilities in the process. People are internal part of an organization today. No organization can run without its Human Resource In today highly complex and competitive situation, choice of right person at the right place at the right time has far implication for an organization’s functioning. An employee well selected and well placed would not only contribute to the efficient running of the organization but also offer significant potential for future replacement Thus hiring is an important function. Recruitment Programs are organized in discipline manner by preparing training budget, training calendar and supported by training rules and regulations. Training and Development is backbone of the organization as it helps to improve and enhance employee’s skills. knowledge, talent, behavior and overall personality development that increases Productivity.

The Role of Human Resource Management in Conducting CSR at an IT Company in Indonesia

This study delves into the role of Human Resource (HR) department in corporate social responsibility (CSR) initiatives at PT Sigma Cipta Caraka (hereinafter: Telkomsigma). Through a qualitative analysis, the current practices of human resources concerning the corporate social responsibility programs at the company were scrutinized. The results indicate that the management of these programs predominantly falls under the purview of the Corporate Communications department, with minimal engagement from HR department. To enhance the efficacy of the program initiatives and cultivate a more cohesive approach to CSR within the organization, fostering collaboration between HR and Corporate Communications is imperative. By bridging these departments and aligning their efforts, Telkomsigma can optimize the impact of its CSR endeavors and reinforce its commitment to sustainable and socially responsible practices. This study underscores the significance of interdepartmental cooperation in driving meaningful the CSR outcomes and advancing the company's overarching goals of community engagement and environmental stewardship

The Effect of Green Transformational Leadership on Employees’ Green Behavior: Mediating Role of Green Human Resources Management and Moderating Role of Employees’ Green Values

The Effect of Green Transformational Leadership on Employees’ Green Behavior: Mediating Role of Green Human Resources Management and Moderating Role of Employees’ Green Values

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.

EMPOWERING SUSTAINABILITY: GREEN HUMAN RESOURCE MANAGEMENT AS A CATALYST IN THE CIRCULAR ECONOMY

The circular economy is emerging as a key approach to tackling environmental challenges. Organisations are using their expertise to improve their sustainability management in support of a circular economy. However, the role of green human resource management (GHRM) practices in the transition to a more circular economy remains somewhat unclear. Companies adopting green GHRM practices as part of their sustainability goals are implementing initiatives such as green recruitment and selection, green training and development, green performance appraisal, green compensation and incentives, and sustainable employee relations. This study seeks to refine and extend a more integrated approach that links green human resource management (GHRM) with the circular economy (CE).

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).