Strategic Human Resource Research Articles

Human Resource Management Analysis in the AR/VR Industry: A Case Study on Meta Company

This research paper delves into the complex landscape of human resource (HR) management within the Augmented Reality and Virtual Reality (AR/VR) industry, using Meta Company as a prime focal point. The study thoroughly examines key challenges facing the industry, including critical skill gaps, mismatches in talent demand and supply, high rates of employee turnover, and the intricacies of cross-cultural management. It delves into the various methods employed for recruitment and selection, the strategies implemented for training and development, and the initiatives taken for effective employee retention within the AR/VR industry. The findings of this study reveal that despite the unique and rapidly evolving challenges of the AR/VR landscape, deploying effective and strategic HR management can significantly enhance talent acquisition, foster skill development, and ensure successful retention of employees. This research paper contributes valuable academic and practical insights to the understanding and management of human resources in the burgeoning field of AR/VR, providing a comprehensive perspective that could potentially facilitate sustainable growth and development within the industry.

Regional Governance of Labour Inspection: Lessons from Banten Province

Introduction: Labor inspection has become one of the essential studies since the emergence of labor issues as a part of the public interest. Protection, guarantees and compliance with la-bor norms are the focus of realizing good labor conditions. The governance of labor inspection also functions as a mechanism for law enforcement, protection and guarantees for fulfilling labour norms. Labor inspection is carried out as internal control in the workplace and external control as a public function of the central and regional governments. Theoretical Reference Framework: According to management perspective, the control func-tion within the organization has two main points: system/process and strategic human re-sources (Efendi & Poernomo, 2019). This concept includes three things: setting standards, comparing activities carried out based on the standards, and improvement. Method: This study using qualitative research method by presenting naturalistic empirical da-ta. Results: This study provides important lessons that leadership is the key and balance control-ler in unifying different interests in the governance system for implementing labor inspection at the regional level. Also, values mutually agreed upon by stakeholders, including the regional government, employers, and worker/trade unions, must be continuously institutionalized. It includes the dynamics of deliberation among stakeholders, division of responsibilities, re-source capacity, knowledge and experience between the actors involved, and adaptation to possible uncertainties and risks. Discussion and Conclusions: Lessons learned from the study on implementing labour inspec-tion in Banten Province show the complexity of governance on various sides. Low institution-al linkages and planning between the local and central government and inadequate law en-forcement lead to weak inspection accountability and less transparent inspection implementa-tion.

Strategic HR Management in the Manufacturing Industry: Balancing Automation and Workforce Development

In an era where automation increasingly intersects with the workforce in the manufacturing industry, this paper delves into the strategic management of human resources (HR) to navigate this evolving landscape. The study’s purpose was to analyze the transformation of HR roles amidst technological advancements and to develop strategies that align workforce development with automation. Employing a comprehensive literature review as its methodological backbone, the paper meticulously examines academic research and industry case studies. This approach facilitates a nuanced understanding of the dynamic interplay between human resources and technological progress in manufacturing settings. The findings reveal diverse HR management approaches in automated environments, highlighting the necessity for innovative HR practices that not only adapt to but also leverage technological advancements. The study emphasizes the importance of enhancing workforce skills to keep pace with automation, underscoring the need for strategic workforce development. Conclusively, the paper advocates for a balanced integration of automation and human resource development. It recommends a strategic, adaptive approach to HR management, ensuring that human resources remain a pivotal element in the technologically evolving manufacturing sector. The study concludes that the future of manufacturing lies in harmonizing technological innovation with a skilled, adaptable workforce, thereby fostering a symbiotic relationship between humans and machines.

Enhancing educational outcomes through strategic Human Resources (HR) initiatives: Emphasizing faculty development, diversity, and leadership excellence

This review provides a comprehensive analysis of the strategic role of Human Resources (HR) in transforming educational outcomes within academic institutions, focusing on faculty development, diversity initiatives, and the cultivation of educational leadership. The main objective is to elucidate how HR practices contribute to enhancing the quality and effectiveness of education. Methodologically, the review synthesizes existing literature and case studies to identify key strategies and outcomes. In faculty development, HR's role in promoting continuous professional growth and adapting to innovative teaching methodologies is emphasized. This is crucial for equipping educators with necessary skills and knowledge in a dynamic educational landscape. The review also examines HR-led diversity initiatives, highlighting their importance in creating inclusive academic environments and enriching the educational experience through diverse perspectives. The findings suggest that such initiatives lead to more culturally competent and robust educational settings. Furthermore, the paper explores HR's impact on developing educational leadership, underscoring the importance of identifying and nurturing leadership qualities among educators and administrators. This aspect ensures a visionary and strategic approach to education management. The key conclusion is that HR's strategic involvement is vital in making institutions more adaptive, inclusive, and forward-thinking. The review advocates for a more integrated and strategic role of HR in academic settings to effectively transform educational outcomes.

Elevating patient care through Human Resources (HR) excellence in healthcare organizations

This paper delves into the critical role of Human Resources (HR) in enhancing patient care within healthcare organizations. The study's purpose was to meticulously analyze the interplay between HR practices and patient care quality, and how strategic HR management contributes to the overall efficacy of healthcare services. By employing a rigorous literature review methodology, the paper synthesizes a wide range of academic sources, focusing on the evolution of HR practices in healthcare, the impact of these practices on staff and patient satisfaction, and the theoretical frameworks guiding them. The research method involved a strategic literature search, adhering to specific inclusion and exclusion criteria, and a systematic procedure for data collection and synthesis. This approach facilitated a comprehensive understanding of the multifaceted nature of HR in healthcare settings. The main findings highlight the significant influence of HR on patient outcomes, emphasizing the correlation between staff well-being and patient care quality. Effective HR management was found to be pivotal in fostering a positive healthcare environment, enhancing staff capabilities, and ultimately improving patient satisfaction. The study concludes that healthcare organizations must prioritize strategic HR management to elevate patient care quality. Recommendations include focusing on employee engagement, continuous professional development, and cultivating a positive organizational culture. The paper suggests that future research should explore the integration of technological advancements in HR practices and adapt to the changing dynamics of the healthcare workforce. This paper offers a classical and engaging perspective on the indispensable role of HR in healthcare, providing valuable insights for healthcare administrators, HR professionals, and policymakers.

AI-DRIVEN TALENT ANALYTICS FOR STRATEGIC HR DECISION-MAKING IN THE UNITED STATES OF AMERICA: A REVIEW

This paper review ways AI and analytics are transforming HR decision-making in American organizations. It explores the adoption of these technologies in the U.S., their impact on optimizing talent management, and the broader implications for organizational growth and employee well-being. In the rapidly evolving landscape of Human Resources (HR), the integration of Artificial Intelligence (AI)-driven talent analytics has emerged as a transformative force. This review explores the application of AI-driven talent analytics in the United States, specifically focusing on its role in strategic HR decision-making. The analysis delves into the current state of AI adoption in HR practices, the challenges and opportunities it presents, and the impact on organizational performance. Key topics covered include predictive analytics, talent acquisition, workforce planning, and employee engagement. Through a comprehensive examination of existing literature and case studies, this review aims to provide insights into the ways AI-driven talent analytics shapes strategic HR decisions and contributes to organizational success in the U.S. context. The findings underscore the imperative for HR professionals and organizational leaders to navigate the evolving landscape of AI in talent management, fostering a deeper understanding of its potential benefits and challenges for informed decision-making.
 Keywords: Artificial Intelligence; Talent Analytics; Human Resources; Decision-Making; USA.

Assessing the Disparities Between Strategic Human Resource Management and Conventional Human Resource Management: A Theory-Based Review

Human resource management (HRM) is frequently considered an academic concept that is predominantly concerned with the employees of an organization. HRM generally provides personnel management for the organization by conducting a strategic decision-making function that can make or break the organization’s performance. However, today, Human Resources (HR) in modern organizations are constantly changing due to emerging technologies and the economy, which changed conventional HR practices. This study will thus assess the disparities between strategic and conventional HR management to assure the long-term viability of organizational performance based on the current literature. It is specifically based on current literature on strategic HRM practices and the evolution of strategic HR practices from conventional HR activities that impact organizational performance. The literature search was conducted based on articles published from 2014 to 2021. The findings emphasize the importance of integrating strategic HR practices into corporate settings because strategic HR practices allow us to move standard HRM practices in the face of rapid technological and economic developments.
 Keywords: Human Resource Management (HRM), strategic HRM, conventional HRM

Analyzing Employee Attrition Using Explainable AI for Strategic HR Decision-Making

Employee attrition and high turnover have become critical challenges faced by various sectors in today’s competitive job market. In response to these pressing issues, organizations are increasingly turning to artificial intelligence (AI) to predict employee attrition and implement effective retention strategies. This paper delves into the application of explainable AI (XAI) in identifying potential employee turnover and devising data-driven solutions to address this complex problem. The first part of the paper examines the escalating problem of employee attrition in specific industries, analyzing the detrimental impact on organizational productivity, morale, and financial stability. The second section focuses on the utilization of AI techniques to predict employee attrition. AI can analyze historical data, employee behavior, and various external factors to forecast the likelihood of an employee leaving an organization. By identifying early warning signs, businesses can intervene proactively and implement personalized retention efforts. The third part introduces explainable AI techniques which enhance the transparency and interpretability of AI models. By incorporating these methods into AI-based predictive systems, organizations gain deeper insights into the factors driving employee turnover. This interpretability enables human resources (HR) professionals and decision-makers to understand the model’s predictions and facilitates the development of targeted retention and recruitment strategies that align with individual employee needs.

Corporate governance at Pinterest: time for more changes?

Research methodology Data for the case came from public sources, including legal proceedings, court filings, company press releases and Securities and Exchange Commission filings. Case overview/synopsis In June 2020, former Pinterest employees made public charges of gender and racial discrimination. Despite changes implemented by the company, several Pinterest shareholders filed derivative lawsuits charging the company with breach of fiduciary duty, waste of corporate assets, abuse of control and violating federal securities laws. The case provides an overview of the company’s management, board and stock structures, as well as information on the shareholders who sued the company and their concerns. The case raises substantial questions about management’s and board member’s responsibilities in corporate governance, illustrates how stock structures can be used to impede governance and suggests ways to evaluate activist shareholders. Complexity academic level This case is appropriate for graduate, advanced undergraduate or executive education courses in strategy, corporate governance or strategic human resources that discuss corporate governance, fiduciary responsibilities, designing workplace culture or management responses to shareholders. Instructors can apply two sets of theories and frameworks to this case: theories of corporate governance and Hirschman’s (1970) exit, voice or loyalty framework in the context of shareholder activism.

Optimizing Budget Allocation: A Strategic Framework for Aligning Human Resource Investments with Financial Objectives and Business Goals

This study explores the strategic framework for aligning human resource (HR) investments with financial objectives and broader business goals to enhance organizational performance. Through a qualitative literature review, this research synthesizes existing literature to understand the dynamics between strategic HR management, financial planning, and organizational outcomes, thereby elucidating how strategic alignment can optimize budget allocation in HR. The research methodology encompasses a comprehensive review of scholarly articles, foundational texts, and empirical studies related to strategic human resource management (SHRM). The focus is on how integration of HR functions with organizational strategies can contribute to enhanced financial performance and competitive advantage. By examining studies from the past three decades, this review highlights how effectively aligned HR practices support not only immediate operational goals but also long-term strategic objectives. Findings indicate that organizations demonstrating a high degree of strategic alignment in HR practices, such as recruitment, training, and compensation, see improved financial outcomes and organizational agility. The study reveals that investments in HR are most effective when meticulously aligned with an organization's strategic vision, emphasizing the importance of a dual approach where HR not only supports but actively drives strategic decisions. Furthermore, the integration of advanced analytics and technology in HR processes emerges as a significant enhancer of this alignment, enabling more precise decision-making and real-time adjustments in strategy. This research contributes to the existing body of knowledge by providing a detailed analysis of the mechanisms through which strategic HR alignment impacts organizational performance and by proposing a framework for organizations to optimize their HR budget allocation in line with strategic goals.

From cultural intelligence to workgroup inclusion through synchrony preference and perceived workgroup similarity

Inclusion is an important consideration for international firms to fully realize their strategic human resources, yet there is limited research on how international business competencies relate to perceived inclusion. This study proposes and tests a social identity-based framework about how cultural intelligence relates to perceived inclusion through the mediating effects of synchrony preference and perceived workgroup similarity (in work styles and cultures/ethnicities). Support was found for this model based on data from a three-wave time-lagged study of working professionals. These findings offer theoretical contributions to several literatures and provide international organizations with practical knowledge about perceived inclusion in diverse workgroups.

The Sustainable Human Resource Practices and Employee Outcomes Link: An HR Process Lens

Sustainable human resource (HR) practices, such as diversity and inclusion, have gained considerable attention in HR research. However, to this point, most of the research has focused on the content of HR practices, rarely considering the HR process perspective. Consequently, the processes that explain the relationships between sustainable HR practices and subsequent employee behavioural outcomes are unclear. In this conceptual paper, we propose a revised process model to explain the effects of sustainable HR practices by building on the Strategic HR process model. We contribute to the sustainable HR literature, the HR process research, and the process model by Wright and Nishii in particular. We conclude the conceptual paper by highlighting future research recommendations.

An Integrative Review of HR Analytics Implementation

Different organizations worldwide are increasingly turning to human resource analytics to improve their strategic human resource and business goals. Specifically, this has been necessitated by advances in information technology in the corporate business world. Therefore, this advancement in information technology has heightened expectations and contributed to a very positive perception of human resource analytics. Using HRA to manage the human endeavor, on the other hand, is still marred by different implementation challenges owing to a lack of understanding and appreciation by the key stakeholders. Using an integrative synthesis, the researchers conducted an integrative review of refereed journal articles on HRA Implementation. A search from three major data banks turned up 133 410 hits and according to the search criteria, only twelve relevant articles were reviewed. Consequently, the number of articles in refereed journals and the research question addressed were used to categorize the articles. The articles were classified according to the following four questions: What exactly is HRA? How does HRA function? What are the consequences of using HRA? What factors influence HRA adoption? Researchers concluded that despite information connecting HRA adoption to strategic firm performance, academic research and HRA adoption are extremely low, resulting in a scarcity of evidence on the subject. All in all, such a revelation warrants further investigation through longitudinal and cross-sectional field surveys.

Strategic Human Capital: The Antecedent for Superior Performance of Deposit Taking SACCOs in Kiambu County, Kenya

Savings and Credit Cooperatives often struggle to keep pace with the rapid changing technological advancement and stiff competition from larger financial institutions like commercial banks. The way in which Deposit Taking, savings and Credit Cooperatives (SACCOs) and financial institutions utilize strategic resources defines their competitive advantage and performance. This study investigated the influence of strategic human resources on performance of deposit taking SACCOs in Kiambu County. The study was hinged on resource-based view theory. Descriptive survey research design was adopted. The target population was 227 management staff consisting of 26 top level, 67 middle level, and 134 lower-level management staff in Kiambu County. Stratified sampling technique was used to select a sample of 14 top level, 36 middle level, and 71 lower-level management staff. Primary data for the study was collected using a semi-structured questionnaire. Drop and pick method was adopted in administering the questionnaire. Face and content validity of the research coefficient. A coefficient of 0.7 or above was considered adequate in the study. R2 was used to measure the predictive power of the model, while F-statistic was used to determine the fitness of the model. The significance of the study variables in influencing performance of SACCOs was based on the p-values of each variable at 0.05 significance level. Results of the study indicated that strategic human resources were deployed to a moderate extent. Further, a positive correlation existed between performance of DTS and strategic human resources. Strategic human resources predicted performance of DTS in Kiambu County (p<0.05). The study therefore concluded that strategic human resources have significant influence on performance of DTS in Kiambu County. The study recommends that the management of DTS should emphasize on acquiring and optimally utilizing strategic resources since they significantly influence their performance.

Improving Human Resources Technology Innovation as a Business Growth Driver in the Society 5.0 Era

The role of human resources in an organization or company is very strategic, where human resources are the key to achieving a company's success. Strategic human resources will provide added value as a measure of business success. This human resource capacity is a company's competitive advantage, where with better human resources, the company will become a growing company. The increasingly intense business competition requires organizations/companies to be managed professionally to survive and continue to develop in the long term. In addition to technology, capital, finance, operating systems, and human resources are the determining factors. The quality of human resources determines the success of a company. This research method uses a survey research method with a research field for academics. And from the results of this study, the industrial revolution is a concept that makes it easier for humans to live with AI as its main component by using modern technology. This concept will create a technological development that can minimize the gap in humans, where .50 marketing combines technology and humanity or the role of humans.

FUTURE-PROOFING HUMAN RESOURCES IN THE U.S. WITH AI: A REVIEW OF TRENDS AND IMPLICATIONS

The rapid advancement of Artificial Intelligence (AI) is transforming the landscape of Human Resources (HR) in the United States, enabling HR professionals to shift from routine administrative tasks to strategic roles that support organizational agility and workforce preparedness for future challenges. This paper explores the transformative role played by AI in HR, with a particular focus on its potential to empower HR professionals to shift from routine administrative tasks to strategic roles that support organizational agility and workforce preparedness for future challenges. AI trends in HR are multifaceted, impacting various facets of HR functions. Automation of routine tasks frees HR professionals from repetitive administrative duties, allowing them to redirect their efforts toward strategic initiatives. AI is revolutionizing talent acquisition and selection by employing algorithms that analyze data from diverse sources to identify top talent, optimize recruitment processes, and predict candidate success. Performance management and employee development are entering a new era with AI tools providing personalized feedback, recommending learning paths, and identifying potential training needs. Employee engagement and well-being are being monitored through AI-powered sentiment analysis tools, ensuring a positive work environment. Workforce analytics and prediction powered by AI platforms analyze extensive datasets to predict hiring trends, workforce turnover, and potential skill gaps, thus informing strategic workforce planning. The adoption of AI in HR practices results in a significant shift from operational to strategic HR. As AI takes over routine tasks, HR professionals are liberated to focus on strategic initiatives such as workforce planning, talent management, and aligning organizational goals with long-term strategies. Data-driven decision-making becomes a hallmark of AI-integrated HR, providing real-time insights and predictive analytics that empower HR professionals to make informed decisions grounded in data. To future-proof the workforce, HR professionals must focus on developing AI-powered skillsets, including skills in data analysis, AI literacy, and effective human-AI collaboration. Addressing ethical considerations is crucial in the implementation of AI-powered HR solutions, with transparency, fairness, and accountability being imperative to protect employee privacy and build trust. Continuous learning and upskilling become non-negotiable commitments for both HR professionals and employees, ensuring they remain relevant and competitive in an environment characterized by the continuous evolution of AI and automation. Keywords: Human Resources; AI; USA; Innovation; HR Trends.

Meso-level factors fostering or hindering the implementation of age-related HR practices in firms

PurposeThis paper aims to examine two types of age-related human resources (HR) practices, i.e. age-specific and age-inclusive HR practices and firm-level (meso-level) factors that foster or hinder the implementation of these two types of practices.Design/methodology/approachBased on a cross-case analysis of four firms across industries in Thailand, a developing country, the empirical evidence draws on semi-structured interviews with the top managers, HR managers and aging employees of four firms; field visits; nonparticipant observations; and a review of archival documents and Web-based reports and resources.FindingsThis paper proposes that age-specific HR practices primarily include those HR practices under the regulation HR bundle and some HR practices under the maintenance and recovery HR bundles. Additionally, the factors fostering the implementation of age-specific HR practices in firms include group corporate culture, nonunionism within the workplace, paternalistic leaders, a focus on the development of internal labor markets within firms and the need for tacit knowledge transfer from aging employees to younger-generation employees, whereas the factors hindering the implementation of age-specific HR practices in firms include age biases within firms. Moreover, age-inclusive HR practices primarily include HR practices under the development HR bundle and some HR practices under the maintenance and recovery HR bundles. Additionally, the factors fostering the implementation of age-inclusive HR practices in firms include the procedural justice climate, the transition from a family ownership structure to a professional ownership structure and result-/output-based corporate culture, whereas the factors hindering the implementation of age-inclusive HR practices in firms include experience-/seniority-based corporate culture. In fact, some of the meso-level factors that foster or hinder the implementation of age-specific and age-inclusive HR practices tend to be influenced by the national institutional and cultural contexts of the developing country where firms that implement such HR practices are located.Originality/valueThis paper aims to fill the research gap by examining both age-specific and age-inclusive HR practices. Additionally, this paper analyzes the factors fostering or hindering the implementation of these two dimensions of age-related HR practices across firms by using a case study of firms in Thailand, a developing country. To date, most studies in this area have focused on one of these dimensions, while comparisons between different HR dimensions are rather scarce. Finally, this paper contributes to the prior literature on strategic HR and comparative institutional perspective on HR strategies and practices as proposed by Batt and Banerjee (2012) and Batt and Hermans (2012) that future research should go beyond the meso-level (organizational) context. In this regard, some of the factors that foster or hinder the implementation of age-specific and age-inclusive HR practices tend to be influenced by the national institutional and cultural contexts of the developing country of Thailand.

Do primary HR functions model work in emerging economies? Sustainable compact perspective for Bangladeshi RMG industry

PurposeThe International Labour Organization’s (ILO) sustainable compact is evident for many labor-intensive industries in emerging economies. This study aims to develop a sustainable human resource (HR) practice model for a labor-intensive industry from the evidence of the Bangladeshi ready-made garments (RMG) sector.Design/methodology/approachThe study tests the factors identified from the literature for model validation. A total of 22 HR function items were used in a survey of 800 randomly selected respondents from the RMG sector in Bangladesh. The factor analysis (both exploratory and confirmatory) techniques were applied to explore and validate the model.FindingsThe study findings reveal that the factory management and policymakers should focus on sustainable HR practices for the betterment of a labor-intensive industry. In detail, the staffing function involves strategic HR planning, recruitment and selection and perfect employee placement; training and development functions entail proper organizational orientation, various training and development programs and employees’ career management and growth; the motivation function necessitates job design, fairness in the appraisal, practicing good organizational citizenship behavior with sound rewarding system and compensation packages; and finally, the maintenance function entails healthy and safe working environment, good communication and relationship management.Originality/valueThe study is original in developing a sustainable HR practice model with the alignment of ILO’s three inter-linked sustainability compact for a labor-intensive industry from an emerging economy perspective. The study’s outcomes will be a torchbearer for any labor-intensive industry’s sustainable HR practice from an emerging economy across the globe.

Patent productivity: Strategic human resources and the attention-based view

Scholars have argued that choices about a firm’s human resources are critical to innovation and, in turn, firm success. However, studies of the role human resources (HR) in innovation have tended to focus on the individual level. Yet, broader strategic choices about HR can also impact innovation, and specifically the patent productivity of the firm. Here we draw on the attention-based view to guide the examination of three key concerns for strategic HR management by the top management team (TMT), and the relationship of these variables with patent productivity. We specifically examine TMT rhetoric, presence of an HR executive on the TMT, and HR slack. Our examination shows that the innovation rhetoric of the TMT can be beneficial to patent productivity, while HR slack detracts from patent productivity. Looking deeper we find limited support for the notion that time lags positively moderate the influence of innovation rhetoric and the HR executive effect on patent productivity.

A human resources analytics and machine-learning examination of turnover: implications for theory and practice

PurposeWhat do antecedents of turnover tell us when examined using human resources (HR) analytics and machine-learning tools, and what are the respective theoretical and practical implications? Although the turnover literature is expansive, empirical evidence on turnover antecedents studied using data science tools remains limited.Design/methodology/approachTo help reinvigorate research in this field, the authors propose a novel examination of turnover antecedents—competencies, commitment, trust and cultural values—using big data tools to develop a granular, case-dependent measure of turnover.FindingsUsing archival data from 700,000 employees of a large organization collected over a period of ten years, the authors find that turnover is generally associated with varying levels of these antecedents. However, in more fine-grained analysis, their relation to turnover is contingent upon role, person and cultural background.Originality/valueThe authors discuss the implications on turnover and strategic HR research and the potential of Artificial Intelligence and machine-learning methods in the design and implementation of managerial and HR planning initiatives.