Traditional HRM Research Articles

고성과작업시스템과 자동화가 혁신성과에 미치는 영향: 상보성에 관한 탐색

Recently, technological advancements have been rapidly influencing the labor process. The key issue is determining whether automation and human resources can develop a complementary relationship to foster innovation, or if they will compete and potentially replace each other. We conceptualized human resources as three enhancing bundles— ability, motivation, and opportunity—which are commonly seen as the core components of the High-Performance Work System(HPWS). We examined workplace panel data from the Korea Labor Institute(KLI), utilizing biennial data from 2015, 2017, and 2019(three waves). The findings are as follows. Firstly, the ability-enhancing bundle and opportunity-enhancing bundle made positive impacts on innovation. Secondly, the interaction effects of the ability-enhancing bundle with automation, as well as the opportunity-enhancing bundle with automation, were positive. This suggests that automation strengthens the positive relationship between each HR bundle and innovation. The results imply that understanding how to facilitate collaboration between human resources and automation is crucial for innovation during technological transformations. We suggest that to remain innovative with new technological advancements, the strategy should shift from the traditional HRM approach to a HARM(Human-Automation-Resource-Management) approach, fostering a reciprocal relationship between human resources and automation.

STRATEGIC MANAGEMENT OF HUMAN RESOURCES IN THE SPHERE OF ENTREPRENEURIAL ACTIVITY

The purpose of the article is to study the concepts of strategic management of human resources in the field of entrepreneurial activity. Strategic HRM builds the bridge between an organization’s business goals and the people who achieve them. In this tactical role, HR has a broader scope and must refocus its responsibilities. The focus becomes on equipping people to best support the direction in which the company is moving. These practices include hiring, promoting, and rewarding employees, creating and maintaining a high-performance business culture, and organizational design to add value and achieve competitive advantage. Strategic HRM focuses on creating a talent management system that manages behavior and culture to support the organization’s long-term business goals. HR has traditionally been considered an administrative function focused on specific tasks. It was distant from the activities of company management and was largely reactive. It met employee needs as they arose. However, it was not aware of where the company was going or anticipating what might happen. Traditional HRM answered employee questions about HR policies, but did not create policies based on the company's long-term goals or find ways to engage employees in them. With a strategic HRM plan, HR teams are more proactive because they are integrated into business strategies. They understand and are aligned with the company's goals. This involves planning and taking action to ensure the organization has the people it needs to achieve its goals. Gaining a competitive advantage - Knowing exactly where management wants to take the organization allows HR to focus on the skills and abilities employees need to do the work required to achieve the goal. Through effective talent management, training, and development, SHRM can result in a more competent and skilled workforce that will provide a competitive advantage over competitors. Adapting to change - A strategic approach to HRM means constantly looking to the future, allowing organizations to anticipate changes in the business environment and quickly adapt to them. Plans can be adjusted to take into account technological advances, changes in the market, or changing demographics within the company. In doing so, HR supports, motivates, and communicates with employees throughout the adjustments. Thus, the use of digital technologies in a company with young employees is a method of motivating and increasing the interest of young employees (especially Generation Z) in work. In addition, it is possible to note the positive impact of digitization of the personnel management process on the improvement of the company's HR brand.

Strategic human resource management for sustainability in creative industries: A review and framework proposal

Strategic Human Resource Management (SHRM) has emerged as a critical approach for fostering sustainability within the dynamic landscape of creative industries. This review presents a comprehensive review of existing literature on SHRM in the context of creative industries, culminating in a proposed framework aimed at enhancing sustainability in these sectors. The review begins by examining the unique challenges faced by creative industries, characterized by rapid technological advancements, evolving consumer preferences, and intense competition. In this context, traditional HRM approaches are often insufficient, necessitating a strategic alignment between HR practices and organizational objectives to ensure long-term viability. Key themes identified in the literature review include talent management, organizational culture, employee engagement, and leadership development. Effective talent management strategies are crucial for attracting, retaining, and developing skilled individuals who drive innovation and creativity within creative firms. Furthermore, fostering a supportive organizational culture that values diversity, collaboration, and experimentation is vital for promoting sustainability in these industries. Employee engagement emerges as a critical factor influencing organizational performance and resilience, particularly in creative environments where intrinsic motivation plays a significant role. Moreover, leadership development programs tailored to the unique needs of creative professionals can empower individuals to navigate uncertainty and drive strategic initiatives that contribute to organizational sustainability. Building upon these insights, this review proposes a framework for SHRM in creative industries, integrating strategic planning, talent management, culture development, and leadership practices. The framework emphasizes the alignment between HR strategies and business goals, emphasizing the importance of agility, innovation, and adaptability in response to dynamic market conditions. Strategic Human Resource Management plays a pivotal role in enhancing sustainability within creative industries by fostering a culture of innovation, empowering employees, and cultivating leadership capabilities. The proposed framework provides a roadmap for organizations seeking to navigate the complexities of the creative landscape while maximizing long-term success and resilience.

Beyond traditional HRM: e-HRM practices and their influence on organisational performance in higher education institutions

Beyond traditional HRM: e-HRM practices and their influence on organisational performance in higher education institutions

Beyond traditional HRM: e-HRM practices and their influence on organisational performance in higher education institutions

Beyond traditional HRM: e-HRM practices and their influence on organisational performance in higher education institutions

Effects of Human Resource Information Systems in traditional HRM Processes

Effects of Human Resource Information Systems in traditional HRM Processes

A Mediated Moderation Analysis Of The Efficacy Of E-Hrm

The aim of this paper is to examine the effectiveness of e-HRM by a mediated moderation analysis. This paper used both descriptive and quantitative approaches, while the research unit of analysis consists of Line managers and HR specialists. Purposeful sampling was used for the sampling process in this study while, the research sample consists of 373 Line managers and HR specialists. A questionnaire was used to collect data and PLS-SEM was used to evaluate the study. This study responds to two concerns raised in earlier e-HRM studies; first, to draw attention to the importance of the connection between technology and organisational features; and second, to indicate that the implementation of e-HRM leads to higher-quality HRM services. The main factors affecting the excellent quality of HRM services are the benefits of both traditional HRM and e-HRM. Repeated use of e-HRM and user guidance confirmed their mediating effect, while appropriation of e-HRM and acceptance of the e-HRM system demonstrated their moderating influence. This paper encourage line managers and HR specialists must ensure that e-HRM systems are user-friendly and understandable to the intended audience (e.g. Operational: e-payroll processes, Relational: e-recruitment and selection, Transformational: online talent management). This paper has made a significant contribution to knowledge and to the operationalization of e-HRM literature, which could help to develop theory, model, practice and research in areas of HRM quality of service.

Green Human Resource Management: Past, Present and Future Research Agenda

This research study presents a narrative literature review on green human resource management, its related organizational dynamics, and strategic orientation. Using the approach of preferred review of items for systematic review and meta-analysis (PRISMA) framework, 141 research studies published on the topic of green HRM by established publisher databases and Google scholar having relevance of topic and abstract were analyzed in this study. The latest conceptualization of GHRM and its conceptual boundaries have been discussed as well. The study found that GHRM is the extension of traditional HRM with a strategic and environmental orientation. Multiple organizational dynamics are associated with green human resource management which has been discussed in the light of available literature. Finally, a useful discussion has been made and future research directions have been identified.

Walking at the edge: How tempo-spatial nexus forms HRM practices in project-based organizations.

Research has scrutinized the role of different HRM practices in Project-based Organizations (PBOs) mostly in terms of project success and articulated the challenges of traditional HRM to reconcile with the project context. Nevertheless, HRM practices have been addressed less in PBOs with a practice-based research lens. Particularly, the role of tempo-spatial nexus in shaping such practices in this organizational form has been under-researched, although PBOs provide a very suitable context for doing so. Drawing upon a comparative case study in the oil and gas industry of Scotland and adopting a practice-based approach, this research aims to shed light on how HRM practices are shaped and re-shaped in the project-based context. The study, specifically, scrutinizes the role of temporality and space in the formation, adoption and adaptation of HRM practices in these organizational forms. The findings reveal that project characteristics, specifically their duration, size and technical properties, induce different temporalities that along with different work locations and inter-organizational relationships, impact HRM practices as a threefold structure.

Towards Examining the Link Between Green HRM Practices and Employee Green in-Role Behavior: Spiritual Leadership as a Moderator.

Grounding on the supplies-values fit theory, this study examines the effect of green HRM practices on an employee's in-role green behavior after the Covid-19 pandemic. Moreover, this study examined the mediating role of psychological green climate between green HRM practices and in-role green behaviour. In addition, we studied that spiritual leadership as a buffering mechanism strengthens the relation between psychological green climate and employee in-role behavior. The paths were examined using hierarchical multiple regression and for moderation mediation, we used PROCESS Hayes (2003) to evaluate the data collected from 374 Chinese MNCs employees. The findings indicate that green HRM practices have a positive effect on employees' in-role green behaviour. In addition, psychological green climate mediates the relation between green HRM practices and employee in-role green behavior. Spiritual leadership influences the strength of the moderated mediated path between green HRM practices and employee in-role green behavior (through a psychological green environment). The most apparent manifestation of green HRM practices is the integration of environmental concerns into traditional HRM processes after Covid-19 pandemic, including hiring, training, evaluating performance, and distributing pay and benefits. These green-focused management initiatives are more likely to result in employees acting greenly.

Innovative Mode of Human Resource Management of University Teachers Based on Intelligent Big Data Analysis

In the era of knowledge economy, the competition between countries and enterprises is increasingly manifested in the competition of talents and education system. In this article, aiming at the drawbacks of the traditional HRM model of university teachers, we design and construct a management innovation model and decision-making model based on intelligent big data analysis. This article introduces DM technology. It also introduces the related knowledge of DM and the analysis and design process of HRM decision system. In this system, DM technology is used to analyze and process the existing data, predict the future situation, and provide auxiliary support for decision-making. Through simulation, the decision-making accuracy of this model can reach 95.68%, which is about 10.02% higher than other systems. It has certain practicability and reliability. This article makes a useful attempt for the application of DM technology in HRM. The research in this article is expected to play an important decision-making reference and service support for HRM of university teachers and further promote the development of HRM innovation of university teachers.

Influence of Organizational Culture, Sustainable Competitive Advantages, and Employees’ Commitment on Strategic Human Resources Management in the Banking Sector of Saudi Arabia

The rising trend of “strategic human resource management practices” is significantly leading the way to enhance the performance and competitive advantages of the banking sector. Thus, the banking sector in developing countries still using traditional HRM practices to sustain the competitive advantages and to achieve the business goals. The current study investigates the influence of organizational culture, employees’ commitment, and sustainable competitive advantages on the strategic human resource management practices in the banking sector of Saudi Arabia. We applied a resource-based view to achieve the research objectives. “Structural equation modelling-partial least square” (SEM-PLS) technique were applied to investigate the relationship among constructs under study. A cross-sectional method was applied to collect data from 181 employees working in different banks in Saudi Arabia. We found organizational culture significantly influence employees’ commitment and sustainable competitive advantages. Hence, employees’ commitment does not influence strategic human resource management practices; merely, sustaining competitive advantages significantly influence strategic human resource management practices. Additionally, employees’ commitment not mediates the relationship between organizational culture and strategic human resource practices. Thereby, sustainable competitive advantages mediate the relationship between organizational culture and strategic human resource management practices. Finally, the present study will help the banking sector to unearth the best implication of strategic human resource management practices as they can sustain the competitive advantages and achieve the business goals.

Employment of senior workers in Japan

ABSTRACT The Japanese HRM practices and policies resulting from the compromises between labor, management, and the state emerged after WWII and coalesced in the 1960s. The subsequent emergence of a very cohesive, stable, and dynamic employment system is largely credited with playing an important role in Japan’s economic success and the stability of Japanese society in the postwar period. The treatment of senior workers after mandatory retirement occupied a specific place in this system. A mix of institutional, socio-cultural, economic, and demographic factors created a virtuous circle, and Japan was considered a model of management of those retired workers. Companies were able to maintain employment for many of them in relatively good social and economic conditions beneficial for both parties, even after mandatory retirement, and this assured a good transition to definitive retirement. However, despite Japan’s relative success in this regard, this paper exposes why the traditional HRM policies and practices are now considered socially and economically unsustainable in the treatment of retired senior workers. It argues that Japan cannot afford under-utilizing senior workers during the pre- and post-retirement periods of their career in the way that traditional policies and practices have institutionalized. Not only does Japan’s economy need senior workers, but not giving them the opportunity to maintain decent standards of living would have dire social and economic consequences. This calls for revamping the HRM system, so that the talent of senior workers can be used for their own benefit, while contributing to their employers and to society at large.

Exploring the Key Practices of E-HRM in Place of Traditional HRM: A Study on Private Industry of Bangladesh

E-HRM is relatively a new term in Bangladesh which is called the internet-technology-supported human resource management used today in various private industries through the power of web-based technology. It has brought a great change in the way of traditional HRM functions. The aim of this paper was to identify the key practices of e-HRM instead of traditional HRM practices in the private industry of Bangladesh for making our current HRM practices more need-based, effective and practical oriented. Data were collected from the total number of 108 respondents including all HR officers, senior officers and professionals etc through a close-ended structured questionnaire survey from January to April 2022. In this case, a five point Likert scale has been used to design the whole questionnaire. A simple random sampling technique has been used to reach the sample respondents. The collected data has been analyzed though Garrett ranking method in this study to find out the research result. The study found some of the key practices of e-HRM in the private industry such as e-communication (62.26%); e-personal profile (64.44%), e-training (64.53%), e-application tracking (66.36%), e-recruitment (66.57%). Based on the study, it was recommended that, our private industry should continue to practice e-communication, e-personal profile, e-training, e-application tracking, e-recruitment in place of the conventional HRM practices.

RECONNOITERING THE INTERVENING ROLE OF DYNAMIC CAPABILITIES BETWEEN HIGH-PERFORMANCE WORK SYSTEMS AND INNOVATION PERFORMANCE

Purpose of the study: This study explores the Impact of High-Performance Work System practices (HPWS), on innovation performance, through the intervening role of dynamic capabilities and innovation culture among the rapidly growing cement industry of Pakistan, which is the backbone of Pakistan's construction industry.
 Methodology: This is a self-administrative survey, and data were analyzed using Smart PLS 3.0, SPSS.
 Main Findings: HPWS has a positive impact on a firm's innovation performance. Furthermore, dynamic capabilities mediated the association between HPWS and innovation performance.
 Applications of this study: The study is essential for the cement industry, where traditional HRM has long been applied. Using HPWS would create a more innovative environment and establish dynamic capabilities that can trigger innovations such as administrative, incremental, radical, and marketing in the face of dynamic customer demands.
 Novelty/Originality of this study: This study has enriched our understanding of how organizations can improve their innovation performance in a complex and ambiguous environment, which is crucial to gaining competitive advantages. This study also suggests that developing a system of HPWS practices in organizations, particularly the cement industry, will help the organizations flourish and stay competitive in the marketplace and help elicit the right employee attitudes by fully mediating dynamic capabilities. Therefore, organizations should establish developed HPWS and create an innovation culture that will ultimately benefit the organization creates an innovation culture.

High Involvement Management Practices and Employees’ OCBs in Banking Sector of Pakistan

This study was designed to evaluate the impact of high involvement HRM practices (HIHRP) on employees’ organizational citizenship behaviors (OCBs) in the context of banking sector of Pakistan. OCBs is considered as an important construct to evaluate the contextual performance of employees. In case of banking sector professionals, it is a highly desired behavior and top management has a greater interest in evaluating contextual performance in addition to the task performance of employees. This study differentiates itself from previous studies by focusing on HIHRP rather than traditional HRM practices. The data was collected from 396 officers working in top six private sector commercial banks of Pakistan. A structured questionnaire was used to collect the data and all responses were recorded on Likert scale. The data was analyzed through correlation and regression analysis and demographic characteristics of the employees were also presented through descriptive statistical techniques. The results show that different types of HIHRP positively influences employees’ OCBs. This study has both theoretical and managerial contributions by empirically examining the relationship between high involvement HRM practices and OCBs in the context of banking sector of Pakistan. The results of this study will help the researchers to better understand the relationship between HRM practices employees’ positive behavioral outcomes like OCBs. In addition, it will also guide the decision makers in adjusting HRM practices to achieve desired behaviors.

The influence of calculative (“hard”) and collaborative (“soft”) HRM on the layoff‐performance relationship in high performance workplaces

AbstractWe investigate the effect of employment systems on the layoff‐performance relationship. We construct a typology of two types of HPWS (Calculative or “hard” HRM and Collaborative or “soft” HRM) and two non‐high performance systems (Traditional HRM and Low HRM). We use attribution theory as a framework from which to draw hypotheses. We examine survey responses from two waves of panel data. We employ cluster analysis to identify distinctive configurations of employment practices used in UK workplaces. We use the cluster outcomes as explanatory variables in moderator regression analysis. Following layoffs, we find that Calculative workplaces experience lower subsequent performance than Collaborative workplaces. Over the next five years, Calculative and Collaborative workplaces experience equivalent amounts of performance change but Calculative workplaces fail to make a full recovery.

Technological turbulence and greening of team creativity, product innovation, and human resource management: Implications for sustainability

Abstract Given the overwhelming increase in technological advancements and global warming concerns, our study attempts to investigate the predictive powers of green human resource management (GHRM) bundles and green team creativity on green product innovation. Additionally, we examine the roles of technological turbulence and environmental dynamic capability. We have administered a cross-sectional (time lag) survey design with 229 respondents from 31 manufacturing organisations in Malaysia and employed the partial least square path modelling (SmartPLS3) for data analysis. Results indicate that technological turbulence, green recruitment and selection and green training, involvement and development are positive predictors of green team creativity. Green performance and compensation negatively predict green team creativity. While green team creativity positively predicts green product innovation, environmental dynamic capability negatively predicts green product innovation. Technological turbulence reinforces the positive impact of green recruitment and selection on green team creativity and dampens the positive impact of green training, involvement and development on green team creativity. Furthermore, green team creativity is a complementary and competitive mediator. By simultaneously investigating the predictive powers of technological turbulence, green team creativity and environmental dynamic capability in our study, we offer novel insights that extend traditional HRM conceptualisations to reflect a more environmentally sustainable GHRM framework. Policy implications and future directions are also discussed.

From HRM to E-HRM: Contemporary Developments from Scholarly Work

The present article aims to shed light on the concept of Human Resource management. Therein, the authors have attempted to underline some of the important developments in the arena of HRM and where it leads the understanding to. The article elaborates on the growing shift from HRM to E-HRM and why it is becoming inevitable for businesses to understand and accept it. The discussion also highlights detailed explanation of the features and prospects of E-HRM and its uniqueness in comparison with traditional HRM practices. In parallel, the article also expounds on HRM as a strategic concept whilst unleashing on elements relating to technological primacy. The article aims to serve as a guideline for individuals enthusiastic to conduct scholarly work in the area of E-HRM and its strategic importance in the years to come.

Catering to the crowd: An HRM perspective on crowd worker engagement

Organizations are increasingly turning to crowd-based forms of employment to supplement their workforce. However, little is known of the factors that drive crowd workers to fully engage in work tasks. Moreover, we lack understanding of how traditional HRM practices may adapt to promote and capitalize on an engaged crowd workforce. To address these gaps, we draw upon engagement theory to identify and examine characteristics of both crowd work and crowd workers that have implications for worker engagement, offering propositions regarding the nature of these relationships. In addition, we build upon perspectives of human capital investment by examining the HRM practices of recruitment, selection, training and development, and retention, making specific prescriptions for HRM theory and practice regarding the promotion of an engaged and sustainable crowd workforce. We conclude with implications for theory, practice, and future research.