Society For Human Resource Management Research Articles

APA names Guillermo Corea first chief business innovation and growth officer

The American Psychological Association (APA) has named Guillermo Corea as its first chief business innovation and growth officer, responsible for developing and leading new revenue generation strategies for the association and its affiliated APA Services Inc. Corea has more than 25 years of experience in business development, marketing, partnerships and strategic management. “APA welcomes Guillermo to this critical new position, which will involve identifying and diversifying revenue for the association, alliance building and business development,” APA CEO Arthur C. Evans Jr., Ph.D., said in announcing the appointment. “He brings a stellar record that includes launching new operations and expanding revenue streams in his prior positions.” Corea most recently served nine years with the Society for Human Resource Management (SHRM), first as director of digital media and business devel‐opment and later as managing di‐rector, workplace innovation lab and venture capital. While there he launched an impact investment vehicle, new business lines and products, and he expanded SHRM's e‐commerce revenue.

Analysis of Indonesia’s Human Resource Development

Lack of human resource skills and low educational attainment are still problems related to human resources in Indonesia. According to the Society for Human Resource Management (SHRM), which represents 258,000 members in more than 165 countries, one of the main challenges for Indonesian human resources today is competition. They believe that the demand for qualified and trained human resources throughout the world has increased, but productivity and quality of human resources are still very low at present. In Indonesia itself, data shows that the number of workers has a low level of education. The Central Statistics Agency noted that Indonesia’s working population will reach 139.85 million people in August 2023. Based on their level of education, the domestic working population is dominated by elementary school graduates and below, the number reached 51.49 million people or contributed 36.82% of the total working population in the country. Then there were 24.85 million junior high school graduate workers, or 17.77%. Meanwhile, the working population with high school graduates is 28.33 million people or accounts for 20.25%. Meanwhile, 17.33 million Indonesian workers are vocational school graduates. The proportion reached 12.40%. Meanwhile, the population of university graduates is recorded at 14.44 million people, or 10.32% of the total working population nationally. Lastly, the number of workers graduating from Diploma I/II/III is the lowest, namely only 3.41 million people or 2.44%. Education level can indicate the quality and productivity of the workforce. According to the scope of work, the majority of the working population in Indonesia works in the informal sector, namely 59.11%. Meanwhile, the other 40.89% work in the formal sector. Because most human resources have limited skills and a low level of education, it will be difficult to increase the productivity and quality of human resources to compete. In the current era of advanced technology and industrialization, human resources are needed who can develop, think more advanced and are able to adapt to the times. The quality of human resources is the key to the country’s future success. Superior and competitive human resources mean that Indonesia is treated equally and respected by other countries. The quality of Indonesia’s human resources is still weak, therefore training and development needs to be carried out to improve quality. This research aims to analyze human resource development in Indonesia. Data was analyzed qualitatively. The results of the research show that Indonesian human resources have developed through education and training. This can be improved in order to achieve increased quality of human resources.

Predicting Employee Attrition Using Machine Learning Approaches

Employee attrition refers to the natural reduction in the employees in an organization due to many unavoidable factors. Employee attrition results in a massive loss for an organization. The Society for Human Resource Management (SHRM) determines that USD 4129 is the average cost-per-hire for a new employee. According to recent stats, 57.3% is the attrition rate in the year 2021. A research study needs to be implemented to find the causes of employee attrition and a learning framework to predict employee attrition. This research study aimed to analyze the organizational factors that caused employee attrition and the prediction of employee attrition using machine learning techniques. The four machine learning techniques were applied in comparison. The proposed optimized Extra Trees Classifier (ETC) approach achieved an accuracy score of 93% for employee attrition prediction. The proposed approach outperformed recent state-of-the-art studies. The Employee Exploratory Data Analysis (EEDA) was applied to determine the factors that caused employee attrition. Our study revealed that the monthly income, hourly rate, job level, and age are the key factors that cause employee attrition. Our proposed approach and research findings help organizations overcome employee attrition by improving the factors that cause attrition.

THE POWER OF PEOPLE YOU OVERLOOK

AbstractThe author, President and Chief Executive Officer of SHRM, the Society for Human Resource Management, argues that “Older workers, people with disabilities, immigrants, people with criminal records,” should not be looked upon as workplace liabilities, but as “your future talent pool.” With a declining population in the United States, the talent pool will shrink, and a “survey from McKinsey revealed that while 87 percent of executives expressed concern about a skills gap, fewer than half knew what to do about it.” Among his observations in his words: Retaining talented mature workers—and recruiting new ones—is simply smart for most organizations. Companies that incorporate candidates with disabilities see higher revenue, higher net income, reduced turnover, lower recruiting costs, increased productivity and improved customer outreach. Employers that successfully attract and hire veterans find they often outperform other employees and stay with the organization longer than the median length of service. SHRM helped produce a study revealing that while people with criminal records face additional scrutiny during the hiring process, many employees, managers, and HR professionals are open to working with and hiring them. He concludes that “leaders should do three things: invent, invest, and implement those programs best suited to our culture and communities.”

Can business ethics-based education improve HR graduates’ employability, knowledge, skills, and competence?

Today, many organizations have developed their ethical frameworks to include ethical knowledge, skills, and practices. Many professions started to modify their professional map to include ethics as an important dimension of their professions. This study focuses on the Human Resource Management (HRM) graduates and tries to explore their perception of the relationship between ethical knowledge, practices, and skills from one side and their employability from the other side. The total population of this study is 312 graduates from the HRM track, in the school of Business, at King Faisal University. About 176 of HRM graduates have randomly selected to represent the sample for answering the questions of this study. The questionnaire used in this study developed and modified by the researcher from a previous questionnaire designed by the Society for Human Resource Management (SHRM). It contains three main parts that construct the main variables of this study. The ethical knowledge (8 statements), the ethical practices (5 statements), and the ethical skills (5 statements). The findings of this study show a positive correlation between the variables of this study.

НАВІГАТОР ПРИНЦИПІВ ТА СТАНДАРТІВ ПРОФЕСІЙНОЇ ЕТИКИ HR-МЕНЕДЖЕРІВ І СПЕЦІАЛІСТІВ РЕКРУТИНГОВИХ АГЕНТСТВ

The scientific article presents a navigation scheme for guiding the principles of professional ethics of HR-managers according to the code of ethics approved by the Society for Human Resource Management (SHRM). The content and professional and ethical guidelines for them are determined according to each of the principles, including: professional compliance, professional development, ethical leadership, impartiality and fairness, conflict of interest, use of information. In addition, a navigator of professional ethics standards has been formed, guided by specialists of recruitment agencies (recruitment managers or recruiters) in relation to clients of customers (individuals – job seekers and legal entities – employers), based on the analysis of large network and boutique recruitment sites of USA companies and codes of ethics for recruiters, developed by international recruitment associations, as well as independently supplemented by the author. In particular, the paper considers such professional standards as: absence of discriminatory manifestations in relation to the candidate at all stages of selection; ban on their enticement, including through the principle of practice “off-limits” (studied different approaches to the scale of its distribution, timing, obstacles to “closed access” for employment intermediaries, provided proposals to avoid conflicts of interest in its use); ensuring the confidentiality of information; constant communication with the customer company; providing the most reliable information to the candidate and the employer; consent from the candidate for the transfer of his personal data; inadmissibility of the offer of one candidate to several customers; refusal to cooperate with “unreliable” clients; prevention of informal relations between the specialist of the recruiting agency and the candidate. It was found that the development of a civilized recruitment market in Ukraine is hindered by the lack of consolidated, adapted to the domestic realities of the recruitment business and officially recognized by its representatives as professional standards of the code of ethics for recruiters.

Leveraging age diversity for organizational performance: An intellectual capital perspective.

The global trend of increasing workplace age diversity has led to growing research attention to the organizational consequences of age-diverse workforces. Prior research has primarily focused on the statistical relationship between age diversity and organizational performance without empirically probing potential mechanisms underlying this relationship. Adopting an intellectual capital perspective, we posit that age diversity affects organizational performance via human and social capital. Furthermore, we examine workplace functional diversity and age-inclusive management as two contingent factors shaping the effects of age diversity on human and social capital. Our hypotheses were tested with a large manager-report workplace survey data from the Society for Human Resource Management (N = 3,888). Results indicate that age diversity was positively associated with organizational performance through the mediation of increased human and social capital. In addition, functional diversity and age-inclusive management amplified the positive effects of age diversity on human and social capital. Our research sheds light on how age-diverse workforces may create value through cultivating knowledge-based organizational resources (i.e., human and social capital). (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Reexamining the demand for HR certification in the United States

AbstractGiven the addition of new Human Resources (HR) certification offerings by the Society for Human Resource Management and the increase in HR certifications being awarded by the HR Certification Institute, it is necessary to investigate the current rate of demand for HR certification and explore practical implications for those within the field. The current study analyzed over 5,300 HR job announcements and found 20.7% demanded (preferred and/or required) HR certification with more requiring HR certification than before. Additionally, HR certification demand was positively related to salary, experience, education level, and job title with demand reaching 33.7% for managerial HR roles.

Sustainable Human Resource Management: A Literature-based Introduction

The concept of sustainability has deeply penetrated in all functions of management such as supply chain, organisational behaviour, human resource, strategic management and so on. But recently, sustainable human resource management (S-HRM) has garnered a significant amount of attention from industry practitioners and academicians due to the escalation of adverse impact of existing HRM approaches on employees, society and the environment ( Mariappanadar, 2003 , International Journal of Social Economics, 30(8), 906–923; 2014a, Human Resource Management Review, 24(4), 313–329; 2014b, Sustainability and Human Resource Management, Springer). Human resource sustainability is being desired by all because of its notable implications for both the employees and the organisations. Previous literature establishes that human resource management (HRM) practices play a vital role in determining organisational success and survival. Furthermore, the harmful impact of high performance work systems and their existing HRM practices on the well-being of employees and their families has made it even more pertinent for industry practitioners to identify mechanisms to reduce employee harm and increase human resource sustainability for organisational growth and well-being. A research report by the Society for Human Resource Management in 2010 and a few other scholars claim that S-HRM can help HRM practitioners to reduce the negative impact of business practices on employees, society and the environment ( Cohen & Taylor, 2012 , HR’s role in corporate social responsibility and sustainability; Daily & Huang, 2001 , International Journal of Operations & Production Management, 21(12), 1539–1552; Dumitrana, 2009 , Human resources role in sustainable development). However, S-HRM has been studied sporadically, and there is a lack of convergence in its understanding. It has been broadly defined with the help of various perspectives borrowed from literature on strategic HRM, corporate social responsibility, Green HRM and sustainable work systems. This article aims to explore the existing literature of S-HRM to develop a deeper understanding of the concept. Through a comprehensive literature review, this article also highlights the evolution of S-HRM along with its implications for employees, HR managers and the organisations that have been studied in the previous literature.

Let My Hair Be Me: An Investigation of Employee Authenticity and Organizational Appearance Policies Through the Lens of Black Women’s Hair

Appearance policies — formal or informal dress codes that set organizational expectations for how employees “should” appear at work (Pratt & Rafaeli, 1997; Society for Human Resource Management, 2016) are typically based on Eurocentric ideals of professionalism (Bell & Nkomo, 2003). Appearance policies are often enforced by well-intentioned managers striving to foster a professional workforce (Society for Human Resource Management, 2016), yet such policies may conflict with increasing organizational efforts to encourage employee authenticity. The current paper investigates how men, the primary decision-makers in the workplace, evaluate Black women’s Afrocentric hair at work. The paper focuses on Black women because they are often at the bottom of the workplace hierarchy (Catalyst, 2016b) and are confronted with both gender and racial inequities. The paper focuses on hair because it is a visual display of identity (Opie & Phillips, 2015) and fashion (Barnard, 2014) that may reflect how individuals choose to express their authenticity (Opie & Freeman, 2017). Further, hair is subjectively evaluated based on societal notions of professionalism, making Black women’s hair a helpful, intersectional lens through which to investigate the gendered and racialized bounds of workplace appearance.

Traditional Science–Practice Research in I-O: Are We Missing the Trees for the Forest?

Abraham Lincoln was fond of saying “killing the dog does not cure the bite” when referring to problems and their persnickety pervasiveness. When thinking about the problems facing the industrial and organizational (I-O) psychology profession, there is no greater source of frustration than the gap between a scientist's findings and the application of those findings to practice. In recent years, organizations such as the White House Behavioral Sciences unit, the Society for Human Resource Management (SHRM) Foundation in partnership with The Economist Intelligence Unit, and many others have explored the gap between research and practice and have highlighted every major derailer, from delays associated with peer-reviewed publication cycles to a lacking infrastructure for bringing science to practitioners. In 2014, the SHRM Foundation even went so far as to implement a strategy based on driving research directly to practitioners through executive round table forums. Despite the best efforts to identify strategies for closing the gap, many organizations have failed to find the optimal means for bringing I-O psychology research to the masses of human resource (HR) practitioners and, in many cases, even I-O psychology practitioners dealing with significant organizational issues.

The Professionalization of Human Resource Management: Examining Undergraduate Curricula and the Influence of Professional Organizations

This study explores the state of undergraduate human resource management (HRM) curricula worldwide in an effort to understand the extent to which there is an agreed-upon body of knowledge underpinning the field of HRM. We reviewed the undergraduate curricula for all business schools that were accredited by either the Association to Advance Collegiate Schools of Business or European Quality Improvement System in 2014-2015. Of the 281 HR programs that we identified, programs require an average of 3.4 HR classes. The most common required courses were Human Resource Management (239 schools), Compensation (or Compensation & Benefits; 123 schools), and Staffing (or Recruitment & Selection; 113 schools). Although we did find similarities between programs, we also find that there are significant differences in the required courses of HRM programs worldwide. We additionally examine institutional pressures from major professional HRM associations, and find evidence that these organizations do influence HRM curricula toward greater similarity. In particular, schools in regions with a major professional HRM organization are more similar than schools in other regions. Additionally, schools in the United States that are aligned with Society for Human Resource Management curriculum guidelines are more similar than schools that are not Society for Human Resource Management aligned.

HRM, Organizational Psychology and Personnel Psychology: Linear and Simplex Analysis of HR

Research topic of paper is linear and simplex analysis in human resource management field. Research questions are quantitative models may increase efficiency of HR professionals, and mission of HRM field is to develop positive organizational psychology in employees. Organizational psychology is important research field in British academy. Further, simplex methodolohy is presented by G. B. Dantzig after World War II in order to solve linear programming. First of all, goal function is established in simplex, which is to maximize firm performance in this paper. Secondly, limits of problem are determined. Main limits in applying HRM in organizations might be HR professionals and top management. For example, SHRM (Society for Human Resource Management) of USA organizes programs for increading competency of HR professionals. Further, top management may impede on effectively applying HRM in organizations. Therefore, both of them may establish limits of simplex function. Research methods of study cover in-depth literature review in HRM field, and study has qualitative research dimension. Data analysis reveals that HRM may consist of three figures: they are individual performance, talent management, and organizational psychology. To conclude, HRM is applied in organizations to develop individual performance, talent management, and organizational psychology.

Do employee attitudes mediate the relationship between strategic human resource management practices and organizational effectiveness? A SEM based investigation using SMART-PLS software

This research set out to test the mediating of employee attitudes on the relationship between SHRM (Society for Human Resource Management) practices and organizational effectiveness in Palestinian banking sector. Using structural equation modeling (SEM) it is investigated a random sample of 357 Palestinian banks' employees selected in a random manner in 16 Palestinian governorates. The partial least square approach has been used depending on SMART-PLS software. Results show the existence of direct and indirect significant path between SHRM practices and organizational effectiveness. However, the indirect relationship through the mediating role of employee attitudes was stronger than the direct one. To sum up, results indicate that employee attitudes partially mediate the relationship between SHRM practices and organizational effectiveness.

Nursing Professionalism: Impact of Social Media Use among Nursing Students

Social media usage among young adults has increasingly become a method, by which, most every aspect of personal life are publicly communicated. Observations of these communications can quickly reveal one’s political, social, and professional viewpoints. Some human resource departments screen applicant’s public social media profiles as part of the hiring process. In a Society for Human Resource Management 2013 survey, 22% of respondents indicated that they use social media websites, such as Facebook or Instagram to research job applicants. The nursing profession is not immune to these types of recruitment and hiring practices. Due to a nursing shortage, nurse recruiters within hospital human resources departments often find that filling vacancies in some nursing units can be difficult.

Tailoring your benefits strategy for an aging workforce and why it’s good for business

Purpose The purpose of this paper is to help human resources professionals tailor their benefits strategies to accommodate, recruit and maintain an experienced, talented, aging workforce. Design/methodology/approach Findings are based on the author’s professional experience in the employee benefits industry and recently published research from the Society for Human Resource Management and other industry and government sources. Findings By effectively tailoring benefits packages for their employees, companies can retain their older workers and capitalize on their knowledge and experience in ways that benefit their works and the business’ financial bottom line. Originality/value Individuals aged 55 and older will continue to comprise a significant portion of the workforce for the foreseeable future. This paper describes several strategies that companies can use to address the unique needs and challenges these workers face to benefit from their valuable skills and expertise.

Improving Employeess Life and Disability Insurance Benefit Decisions: Results of an Employer Survey

The group benefits landscape is changing dramatically. The menu of available options has expanded, employers are paying for fewer benefits, and the responsibility for selecting the right benefit package has been increasingly left to the employee. However, very little is known about how individuals select their insurance benefits packages, if their selections are optimal for their circumstances, or what employers can do to encourage them to select the optimal benefit package. In this changing landscape, it is important to determine identify: (1) What are current employer practices and their resulting take-up and coverage patterns?; (2) Which practices influence employees’ selections?; and (3) What can employers do to make their employees’ selections closer to their optimal choices? The current study is the third in a series conducted by the Center for Retirement Research (CRR), in partnership with Prudential Financial Inc., to examine these questions. The first study utilizes in-depth interviews to find that, despite the similarities between life and long-term disability insurance products, decision processes vary dramatically (Coe and Belbase 2012). Individuals understand the need for life insurance, but they have a hard time determining how much insurance is necessary. The need for disability insurance is even less clear – disability incidence and the insurance product are not well understood and prone to behavioral biases – and it is infrequently purchased. The second study uses an online experiment to identify behavioral-economics-based interventions that affect life and disability insurance participation and coverage levels (Coe, Belbase, and Wu 2013). The results suggest that simple, personally relevant information, provided at the time of enrollment, can nudge individuals to overcome behavioral impediments and elect more optimal life and disability insurance coverage. Unlike the first two studies, which focused on the employee’s decision, the present study examines group benefits from the employer’s perspective. Data on employer practices, benefit information, and aggregate employee characteristics are obtained through a firm-level survey conducted by the Society for Human Resource Management. Survey results are used to describe the landscape of employer practices with respect to supplementary life and disability insurance and to investigate correlations between employer practices (such as cross-advertising group benefits with health insurance) and employee take-up.

DeSimone, R. L., Werner, J. M., Human Resource Development (6th International Edition), South-Western, Cengage Learning, 2012

1 A Capsule Summary of the Book In its recent survey, the Society for Human Resource Management (SHRM) identified the shortage of a skilled workforce, including science, technology, engineering and mathematics (STEM) graduates, and demographic challenges such as the succession of a large number of retiring baby boomers among the top 10 trends for 2013 (SHRM 2013). In addition to the above issues, the authors of the textbook reviewed herein emphasize that organizations and human resource development (HRD) professionals are currently facing a number of further challenges related to global competition, the growing diversity of the workforce, the promotion of lifelong and organizational learning, and ethical issues. Throughout the textbook the authors seek to address these challenges by describing the essence of HRD practices with respect to various aspects of organizational life. In doing so, they underscore the interrelations between HRD and other fields of human resource management (HRM) and focus on real-life examples and practical caveats related to HRD work. For instance, in addition to detailed descriptions of principal human resource activities related to training and development or the emphasis on core HRD applications, the authors outline the possible suboptimal outcomes of recruiting practices (p. 304) and discuss practical topics and examples such as infringements of copyright (p. 160) and the ethical behavior of HRD professionals (p. 170). The practical relevance of the book is also underscored by the emphasis on involving trade unions as facilitators of HRD measures and programs such as technical training (pp. 281-283), counseling (p. 329), assistance (p. 334), or organizational development interventions (pp. 493-494). Thus, this book represents a truly comprehensive compendium of HRD issues, activities, and practices in modern organizations. 2 Objective and Target Audience The authors define the primary intended audience as undergraduate and graduate students on various courses related to business management and administration. In an effort to achieve this goal, the textbook successfully provides both an introduction to the field as well as a comprehensive summary of the major topics related to HRD, supported by multiple cases and exercises. However, it is also stated by the authors that the book can serve as a guide for HRD professionals, managers, and supervisors (p. xiv). Indeed, in addition to the practical relevance of the text described above, one of its specific strengths is its focus on return on investment or the effectiveness of the respective HRD programs and measures (an example on p. 191). In addition, important features of the book are detailed descriptions of academic studies on each of the presented topics, including analyses and critiques of the extant research and implications for further investigations in the respective fields. Thus, this textbook may also be equally interesting to junior scholars who are looking for a basic summary of research in one of the HRD topics. 3 Structure and Contents The book consists of three parts divided into 15 chapters. 3.1 Part I Part I (Chapters 1-3) is dedicated to the foundations of HRD and starts with an introduction to the field. Here, the authors present the historical development and current status of the discipline, show the relationship between HRD and HRM and its subfields, describe the specifics of the HRD profession, outline the current challenges faced by HRD professionals, and build the basic framework of the HRD process consisting of an assessment of HRD needs, the design of effective HRD programs, and the evaluation and implementation of HRD programs. The second chapter is dedicated to the topic of employee behavior and its influencing factors. It covers the major external aspects affecting employee behavior and presents the main theories of motivation along with further internal factors influencing employee behavior such as attitudes, knowledge, skills, and abilities. …

What Job will Bring Satisfaction? An Analysis based on Responses of Students Studying Business in Kazakhstan

This research sheds a light on an under-researched topic of job satisfaction in Kazakhstan. Young people, who today are pursuing their bachelor degree, but tomorrow will start working, were chosen as a sample. This article should be especially interesting to employers because it reveals which factors – among those that potentially contribute to job satisfaction – will bring the expected effect in Kazakhstan and thus are worthy of investments. The study is based on the survey conducted by the Society for Human Resource Management (SHRM) in the years 20052012 among U.S. employees. The results of the study suggest that rating list of factors that mostly contribute to job satisfaction, which was compiled on the basis of the answers provided by the respondents from Kazakhstan, is quite different from the rating lists of factors mostly contributing to job satisfaction of U.S. employees.

Assessing the value of human resource certification: A call for evidence-based human resource management

We are delighted that our article on the value of human resource (HR) certification (Lengnick-Hall & Aguinis, 2012) has generated so much interest. In this brief response, we identify two key similarities across all of the articles published in this special issue (including our own). First, all commentators care deeply about the field of human resource management (HRM). Second, all commentators believe that additional empirical research is needed to assess the value of HR certification for stakeholders inside and outside of the field of HRM. We offer a concrete course of action. Specifically, we issue the following challenge to the Society for Human Resource Management (SHRM) Foundation: Issue a call for proposals for empirical research on the value of HR certification. Such a call would provide funding so that teams including both researchers and practitioners are encouraged to conduct research on this topic. Moreover, such a collaborative approach involving the SHRM Foundation, the HRM scholarly community, and the HRM practitioner community is likely to elevate the field of HRM and produce valuable knowledge about the value of HR certification for stakeholders inside and outside of the field, which in turn will also help narrow the much-lamented science–practice gap.