글로벌 통상전략을 위한 중소기업의 산업별 CSR 및 ESG 투자 연구

This bibliometric analysis explores the profound influence of academic research on Human Resource Management (HRM) strategy, employee performance, and global organizational success. Leveraging a comprehensive dataset from reputable academic databases, the study employs bibliometric techniques to analyze patterns of publication, citation, collaboration, and keyword trends within the HRM research domain. The findings reveal a multifaceted landscape of HRM scholarship. Co-authorship network analysis identifies prolific authors and research clusters, highlighting the collaborative nature of HRM research. Citation analysis uncovers highly influential publications, showcasing the impact of seminal works on HRM theory and practice. Keyword analysis unveils emerging research themes, reflecting the field's responsiveness to evolving challenges and trends. Notably, the analysis underscores the significance of evidence-based HRM practices and the global context in which HRM operates. It recognizes the role of academic research in shaping HRM strategies that enhance employee performance and contribute to global organizational success. This study provides valuable insights for HRM practitioners, researchers, and organizational leaders by offering a comprehensive overview of the evolving HRM landscape. It emphasizes the importance of collaboration, the influence of seminal works, and the dynamic nature of HRM research. Understanding these dynamics is pivotal for advancing HRM scholarship and driving organizational excellence in a globalized world.

Researchers and potential investors in transition economies need to understand the Human Resource Management (HRM) strategies of target firms, since human resources are arguably their most valuable assets. Understanding is difficult, however, because HRM strategies help to determine firms' performance, but are in turn influenced by corporate governance, particularly insider ownership. This paper employs a structural equation modeling methodology to examine the relations between governance, HRM strategies and performance in the context of a novel dataset of Ukrainian industrial firms. It is found that insider ownership is positively associated with high-commitment HRM strategies and negatively with low-commitment, cost-cutting HRM strategies. Cost-cutting HRM strategies are in turn associated with weaker firm performance. These outcomes correspond broadly with theoretical expectations.

Electronic Human Resources Management (e-HRM) activities should be continued with more technological and innovative methods. The aim of this research is to examine in detail the current studies on e-HRM based activities and to determine the orientation of the concepts. As a result of keywords analysis, it is seen that big data, artificial intelligence, cloud computing, Internet of Things have come to the fore. In the last ten years, 3888 publications related to e-HRM have been retrieved from the web of science database, and 56 newest articles on Human Resource Management (HRM) application, practice, strategy and execution, which contain search phrases. It is seen that the subject of e-HRM is the starting point in determining the research terms and the main starting point of the articles that guide the study, and the most cited publications in this field are the studies on e-HRM. It is thought that developments in mobile applications, smart automation and artificial intelligence also affect the studies in the field of electronic or digital HRM. The common feature of the most recent publications on technology-oriented HRM practices, strategies and practices is the acceptance that their effects are wide-ranging. Recent discussions on technology and HRM strategies in businesses have emphasized the importance of social context and appear to have developed frameworks that acknowledge both the material and social character of technologies. As a result, the current increase in the use of digital technologies affects the competencies and expectations of the digital workforce.

This study aims to analyze the human resource management (HRM) strategies implemented by PT Jembo Cable Company in enhancing employee loyalty. Employee loyalty is a critical factor in maintaining long-term organizational stability and productivity. The research employed a qualitative descriptive approach with data collected through interviews, observation, and documentation. The findings indicate that the company utilizes several HRM strategies, including career development programs, competitive reward and compensation systems, improvement of the work environment, and continuous training and development. Additionally, open communication between management and employees, as well as participative leadership, play a significant role in fostering employees' emotional attachment to the company. The results suggest that well-structured HRM strategies, oriented toward employee needs, significantly contribute to strengthening employee loyalty. The study recommends that PT Jembo Cable Indonesia continue to enhance responsive and adaptive HRM practices to ensure long-term employee engagement and commitment.

This study aims to examine and analyze the human resource management (HRM) strategies implemented to improve employee productivity. The research focuses on key HR elements such as workforce planning, recruitment and selection, training and development, and performance evaluation systems. A qualitative research approach was adopted using data collection techniques including observation, in-depth interviews, and document analysis. The findings reveal that well-planned and continuous HRM strategies positively impact employee productivity. Ongoing and relevant training programs, objective performance assessments, and motivational approaches through career development and recognition have been shown to enhance employee morale and efficiency. This study recommends integrating HR strategies with broader organizational goals to develop professional, competent, and competitive human resources.

This study aims to analyze the implementation of human resource management (HRM) strategies in improving service quality at Politeknik Piksi Input Serang. In the context of vocational higher education institutions, excellent service is a key indicator of institutional performance, particularly in client-facing services such as academic publishing. This research employs a descriptive qualitative approach with data collected through in-depth interviews, observation, and documentation. The findings indicate that HRM strategies are implemented through a combination of on-the-job training (such as job rotation, internal coaching, mentoring, and seminars) and off-the-job training (including case studies, external training, and formal education advancement). These strategies significantly contribute to enhancing employees’ competencies, professionalism, and service delivery. Furthermore, the study reveals that structured and continuous HR development programs improve client satisfaction, reduce complaints, and strengthen the institution's public image as a responsive and competent vocational institution. Therefore, effective HRM strategies serve as a vital foundation for building service excellence in higher education institutions.

With the concept of a Leadership Capability model based on the development of Emotional Competency which aims to anticipate the combination of Human Resource Management Strategy and team performance. As a statistical test, this research raises four variables, namely: Human Resource Management Strategy, Emotional Competency Based Leadership Ability, Job Crafting Behavior and Teamwork Performance. Empirical testing through a survey of 120 respondents, namely the school principal's work team consisting of the principal, deputy principal and head of administration who are members of the State High School development team in Central Java, Indonesia. Revealed the role of Leadership Ability based on Emotional Competence. In this research, to mediate Strategic Human Resource Management with team work performance. There are two limitations, the first is that the survey was only conducted at State High Schools and SKM in the province of Central Java, Indonesia, the second limitation is that it focuses on the mediator of Leadership Ability Based on Emotional Competence. This does not consider the existence of other variables from human resource management theory. intelligence theory, social exchange, service dominant logic, agency and others. At a practical level, the perspective of the relationship between Emotional Competency Based Leadership Capabilities, Strategic Human Resource Management and Teamwork Performance provides guidance on how public organizations such as schools can strive for value alignment to encouraging Emotional Competency Based Leadership Capabilities which in turn will improve team work performance

The article presents the genesis, relationship and comprehensive analysis of the basic concepts of the theory of human resource management from the standpoint of a number of scientific approaches. The idea is being made about the expediency of further development of its theoretical foundations in unity with the postulates of the concepts of human development and human capital, which form the core of the modern paradigm of human-centrism. It is proposed to consider human resource management as a function of strategic management, which fundamentally changes the methodology and mechanisms of human resource management and allows developing an organization’s human resource management strategy.

Recent transitions from the industrial to knowledge economy suggest an immediate and wholesale retraining scenario so that many organisations can remain at the cutting edge of technology. The dynamics of the job market is creating a challenge for many organisations in recruiting and retaining their core staff. In fact, many companies are in fear of losing critical business knowledge when their employees leave. In this paper, systems dynamics is employed to illustrate the relationship between recruitment, training, skills, and knowledge in a causal loop form. Strategies for human resource management are developed by conducting time-based dynamic analysis. We anticipate that systems dynamics modelling would help organisations to devise efficient human resource management strategies.

This paper examined the strategies of Human Resources Management (HRM) in Tertiary institutions in Ebonyi State. Five (5) null hypotheses were formulated to guide the study, while a population of 570 academic staff of ranks of senior lecturers and above which represented (100%) of the population as respondents. Z-test was used to test the null hypotheses and results indicated that all the null hypotheses were not rejected. From the findings, the following among others were recommended; HRM strategies should he harmonized in both state and federal universities adequate accommodation, teaching materials and conducive organizational climates be provided for staff motivation; all capacity building programmes for staff should be re-invigorated through adequate funding and universities should liaise with international donor agencies/countries to promote staff development through scholarship awards, exchange programmes, provision of research grants and fellowship programmes.Â

The emergence of the sharing economy model has significant and complex effects on company human resource management. This paper first evaluates the positive impact of the sharing economy on human resource management, and then delves into the challenges it faces, including job instability, recruitment dilemmas, data protection issues, and compliance with legal regulations. Subsequently, the article proposes innovative strategies for human resource management in the context of the sharing economy, involving the adoption of high-tech recruitment methods, flexible work plans, data-driven performance evaluation, and enhanced training and development. These innovative proposals aim to help companies more effectively manage human resources in the broader context of the sharing economy, providing practical references and guidance.

Small construction professional services (CPS) firms are recognised as being vitally important to the UK construction industry as much of the professional capacity of the sector resides within these small practices. They rely on the capabilities of small groups of professional employees in delivering their services and so need to ensure their commitment to achieving organisational objectives. Clearly, human resource management (HRM) strategies have a major role to play in managing employee commitment, and yet such strategies have received little attention within the construction management literature. This study investigates the nature of construction professionals’ commitment within small CPS firms and to develop HRM interventions that foster organisational commitment in small CPS firms. The study adopts qualitative approach to enable gathering of rich data that come directly from the participants involved in the phenomenon. Exploratory interviews with managers of small CPS firms conducted in the early phase of the research helped to identify some of the key strategies and operational challenges related to the management of commitment. Following this, the main data was collected through conducting two in-depth case studies, which included one small quantity surveying practice in the East Midlands, UK, and one small multi-disciplinary practice in the West Midlands, UK. The case studies involve in-depth interviews involving the employer and employees, participation observation and document analysis at the main office of both organisations. Together, these data helped to unravel the nature of the employment relationship within such firms and also to gain a better understanding of how professional employees express their commitment. The findings reveal that professional employees’ commitment is influenced by a complex range of factors, but thatfive main HRM levers have a particular influence within such firms. These relate to job design, performance and career management, training and development, reward management and employee involvement. It is clear that a range of factors impinge on the abilities of employers to enact effective HRM strategies. In particular the recent economic crisis and personal problems have both been cited as the main challenges by the employer and employees of both organisations. It highlights the significant importance of managing organisational commitment much more effectively, regardless of the economic climate. Based on the research results a framework for managing professional commitment was developed and validated within a range of small CPS firms. The framework presents a holistic way of accounting for all the issues that influence the development and maintenance of organisational commitment within small CPS firms. Such knowledge is essential to the management of small CPS firms for achieving meaningful improvement in their approach to foster organisational commitment. The key recommendations for the management of small CPS firms is to make sure that every aspect of the job meets the professional employees’ expectations as well as project requirements and organisational objectives. This includes improving communication by utilising both formal and informal medium of communication, rewarding employees with both monetary and non-monetary rewards and developing employees by providing both on-the-job training and off-the job training. All these HRM practices need to be effectively linked and managed appropriately to collectively foster commitment. In conclusion, the complex nature of organisational commitment raised the importance for the management of small CPS firms to have a structured approach in managing their employees’ commitment.

In today’s business world Human Resources Management (HRM) has expanded beyond its role. Now it plays a crucial part in guiding companies towards achieving Sustainable Development Goals (SDGs). This analysis explores the connection between HRM practices and the pursuit of objectives within organizations. HRM serves as a pillar in fostering a corporate culture where social responsibility and environmental awareness seamlessly integrate into everyday operations. By aligning HRM strategies with SDGs companies can effectively utilize their resources to make contributions to society and the environment. A key element in this collaboration is employee engagement. Committed and motivated staff members actively contribute to achieving sustainability targets. HRM practices that prioritize skill development, diversity and inclusion and employee well-being not improve performance but also lay the foundation for a socially responsible workforce. Through training programs HRM ensures that employees have the knowledge and skills to address sustainability challenges promoting a culture of continuous learning and innovation. Additionally, strategic HRM plays a role in integrating sustainability considerations throughout an employee’s journey within the organization. From recruitment processes that emphasize alignment with company values to performance evaluations incorporating sustainability metrics HRM guides employee behavior and attitudes towards practices. The integration of HRM, with SDGs extends beyond boundaries. Human resource management (HRM) experts are playing a growing role, in fostering supply chains guaranteeing sourcing methods and working together with external partners to enhance the company’s positive influence, on the broader community. In addition, HRM becomes a driver of collective action towards shared sustainability goals through partnerships with educational institutions, NGOs and industry peers. As such, this implies that there exists possible trans formative power within human capital embedded in how these two concepts interact with each other. This means that HRM as a functional requirement but also a strategic enabler for sustainable development is not just part of it but also a significant factor for any company operating in this era of raised environmental and social consciousness. Considering the given factors, the objective of this article is to explore the role of Human Resource Management (HRM) in aligning organizational practices with Sustainable Development Goals (SDGs) and to identify specific HRM strategies that foster sustainable growth within companies.

This study aims to examine the strategy of human resource management (HR) through the implementationof the Balanced Scorecard (BSC) in an effort to improve employee performance and motivation. TheBalanced Scorecard consists of four main perspectives, namely financial, customer, internal businessprocesses, and learning and growth. Through a literature review, it was found that the implementation ofBSC in HR management can improve employee performance by providing a more transparent andintegrated assessment system, and facilitating competency development through continuous learninggrowth. HR through the Scorecard can also help control the cost of creating company value, assess HRcontributions to strategy implementation, and support organizational change and formation. In addition,BSC has also proven effective in increasing employee motivation by creating a fair evaluation system andencouraging innovation. However, challenges such as resistance to change also need to be anticipated.Overall, the implementation of BSC in HR management has great potential to support long-termachievements through more effective and structured HR management.

The article is devoted to the consideration of modernization of public service and human resources management in public authorities and substantiates the priority areas of improvement of human resources management in the field of public service of Ukraine. It is determined that outdated forms, methods and technologies of personnel management and rather slow transition from the clerical model of personnel management to democratic forms and methods of work with personnel remain are retained in the field of public service. It were analyzed the main forms of social and psychological support of human resources management in the field of public service. It is determined that the institutional capacity of personnel management services and their ability to ensure, in most cases, the effective implementation of strategic human resource management functions remains insufficient today. A new organizational structure of the strategic human resources management service in public authorities is proposed, which should include units on human resources management strategy (policy), selection, accounting, adaptation, development, evaluation, motivation, acmeological support, labor relations and salaries of public servants. It is highlighted that such system should be based on the general principles of human resource management in the public service, which determine the content of its elements and the choice of specific tools, instruments, forms, methods and technologies of human resource management. The particular attention was paid to the fact that the proposed approach should be implemented on an updated attitude to the role and place of socio-psychological components in human resource management in the field of public service. It is substantiated that in order to create a professional, politically neutral, honest and effective public service, along with improving the legislative support of human resources management in the public service, it is necessary to develop institutional capacity and ensure consistency in implementing of new principles of an effective state personnel policy.