EFFECTIVE HUMAN RESOURCE MANAGEMENT IN COMPUTER-AIDED DESIGN ORGANIZATIONS

This study examines the cost-benefit analysis of sustainable Human Resource Management (HRM) practices and their influence on organizational HRM effectiveness. The study seeks to evaluate the costs and benefits of adopting sustainable HRM practices, including employee development, equitable compensation, and green HRM while assessing their financial feasibility through accounting methodologies such as Human Resource Accounting (HRA) and Cost-Benefit Analysis (CBA). Data was gathered via a structured survey from 100 participants across diverse sectors in Bangladesh. The results indicate that sustainable HRM practices, especially employee development and equitable compensation, enhance HRM effectiveness, leading organizations to observe increases in employee productivity, morale, and retention. The cost-benefit ratio analysis indicates that the advantages of implementing these practices surpass the related costs, affirming their financial viability. The research indicates that accounting methodologies, including HRA and CBA, significantly influence the assessment of the financial implications of HRM practices despite their inconsistent implementation among organizations. This research enhances the existing knowledge on sustainable HRM by presenting a detailed framework for assessing the costs and benefits of these practices, thereby equipping organizations with essential insights to optimize their HR investments.

Orientation: Practices employed to manage the human resources at Johannesburg (JHB) Metropolitan Municipality were explored to unearth their impact on employee performance.Research purpose: The study sought to reveal the human resource management (HRM) practices that could support employee performance at local government.The motivation for the study: The achievement of organisational goals depends on HRM practices that enhance employee competencies. Employee performance in municipalities is often considered to be substandard. This study aimed to strengthen HRM practices to enhance performance at JHB Metropolitan Municipality.Research approach/design and method: The qualitative inquiry adopted an interpretive stance to reveal participants’ experiences that relate to employee performance. Ten participants were identified purposively and the obtained data were analysed with the assistance of the Atlas.ti software.Main findings: Whilst the organisation’s employee-attraction practices were strong, its retention practices were weak. Employees generally felt undervalued, which negatively affected their morale and the organisation’s goal attainment.Practical/managerial implications: The organisation should introduce effective employee-retention strategies, focussing on thorough needs analyses, skills development and rewards linked to performance. Building employee commitment should be prioritised.Study contribution: Human resource management effectiveness in the Johannesburg Municipality would be enhanced by appropriate soft HRM investment in senior management either through recruitment or development or both. Furthermore, the municipal culture should change from HRM practices that are influenced by tradition to an adaptive approach that responds to public-sector dynamics and varying employee expectations.

The objective of this study is to examine the relationship between Human Resource Management (HRM) practices and employee engagement within the context of nurses in public hospitals in Malaysia. Prior studies have investigated several factors that influence employee engagement in Malaysia. However, the present study specifically concentrates on examining the relationship between HRM practices and employee engagement. The study encompassed a sample of 330 nurses employed in public hospitals in Malaysia. Data analysis was performed using Statistical Package for Social Sciences (SPSS) software version 25. The study revealed that the implementation of three specific HRM practices, namely career development, employee participation, and training and development, had a positive and significant effect on employee engagement. The findings have the potential to offer useful insights to decision-makers within healthcare organizations in Malaysia. Specifically, these insights can inform the development of effective HRM strategies aimed at enhancing employee engagement among nurses. Moreover, this study offers suggestions for future research and recommendations for the authorities to strengthen human resource policies pertaining to the healthcare sector in Malaysia.

BACKGROUND Modern concepts of human resource management (HRM) must address the psychological and social risks that influence professional performance. Crisis communication strategies are increasingly recognized as essential for maintaining workforce effectiveness, emotional well-being, and resilience. This study aims to analyze the impact of crisis communication on HRM effectiveness, focusing on psychological regulation mechanisms, socio-psychological foundations, and onboarding practices that shape employee engagement, loyalty, and productivity. MATERIALS AND METHODS A qualitative and conceptual analysis of contemporary HRM literature and crisis communication models was conducted. The study reviewed existing theoretical frameworks, strategic HRM approaches, and performance metrics that capture employee engagement and emotional states. Key HRM practices, including onboarding and socio-psychological support mechanisms, were examined in the context of modern organizational challenges and wartime conditions. RESULTS The findings demonstrate that effective crisis communication significantly improves HRM outcomes by ensuring timely information delivery, fostering team stability, and supporting employees’ psycho-emotional well-being. Onboarding was identified as a critical factor influencing employee loyalty and performance. A model for optimizing crisis communication was developed, emphasizing strategic alignment, resilience-building, and the integration of emotional intelligence (EI) analytics to enhance workforce productivity. CONCLUSION Crisis communication is a vital component of modern HRM strategies, particularly in environments characterized by uncertainty and social-psychological risks. By strategically applying communication models, organizations can strengthen employee adaptability, engagement, and productivity. Targeted investment in emotional intelligence analytics is recommended to further refine HRM practices, improve organizational resilience, and maintain a positive psychological climate within teams.

There is increasing acceptability of emotional intelligence as a major factor in personality assessment and effective human resource management. Emotional intelligence as the ability to build capacity, empathize, co-operate, motivate and develop others cannot be divorced from both effective performance and human resource management systems. The human person is crucial in defining organizational leadership and fortunes in terms of challenges and opportunities and walking across both multinational and bilateral relationships. The growing complexity of the business world requires a great deal of self-confidence, integrity, communication, conflict, and diversity management to keep the global enterprise within the paths of productivity and sustainability. Using the exploratory research design and 255 participants the result of this original study indicates a strong positive correlation between emotional intelligence and effective human resource management. The paper offers suggestions on further studies between emotional intelligence and human capital development and recommends conflict management as an integral part of effective human resource management.

HRMARS - Human Resource Management (HRM) has evolved into a strategic function crucial for organizational success. The shift from traditional personnel management to a strategic HRM approach emphasizes the importance of practices such as recruitment, training, and performance management in achieving organizational goals and sustaining long-term performance. The study aims to examine the relationship between HRM practices and organizational performance among sports centre staff at the National University of Malaysia (UKM). It addresses the gap in understanding the impact of HRM on employee productivity and overall organizational effectiveness within this specific setting. A quantitative approach was employed, utilizing a questionnaire with 26 items on HRM practices and 11 items on organizational performance, adapted from existing literature. The survey was administered to 41 staff members using simple random sampling and responses were analyzed using Pearson correlation. The analysis revealed a positive and moderate relationship between HRM practices and organizational performance (r = 0.429, p < 0.05). The study highlights the significant role of HRM practices in driving organizational performance. Effective HRM can improve employee motivation, satisfaction, and overall performance. Future research should explore the impact of HRM practices in different cultural and geographical contexts to further understand their effectiveness.

Purpose This study aims to conduct a comparative analysis of human resource management (HRM) practices between domestic and multinational enterprises within India, a large emerging economy. It also highlights the distinct institutional arrangements that potentially influence the employment practices of these organizations. Design/methodology/approach Data were collected from a diverse sample of domestic and multinational enterprises in India. The study utilized multivariate analysis to examine HRM practices, focusing on training and development, incentives and rewards and retention practices. Findings Contrary to initial expectations, the results indicate that DEs place significantly more emphasis on HRM practices than MNEs. This finding suggests that organizational scale and global presence do not consistently translate into a greater emphasis on critical HRM parameters. Instead, DEs leverage their local market knowledge and understanding of cultural and institutional nuances to prioritize effective HRM strategies. Research limitations/implications The study did not categorize the nationality of MNEs, which could reveal how different cultural contexts impact HRM practices. It is possible that MNEs headquartered in distinct cultural contexts may exhibit varying behaviors compared to enterprises based in different cultural environments. Additionally, while our findings reveal that domestic enterprises prioritize certain HRM practices over multinational firms, the question remains whether this emphasis translates into favorable organizational performance outcomes. Practical implications Both multinational and domestic enterprises should tailor their HRM practices to align with local dynamics and institutional arrangements. DEs can use their emphasis on HRM practices as a competitive advantage in attracting and retaining local talent, while MNEs should enhance cross-cultural competence to better integrate within different national contexts. Originality/value This study introduces a critical rethinking of HRM practices by illustrating the unique ways DEs and MNEs navigate institutional complexities within India. Unlike traditional assumptions that emphasize the superiority of MNE practices, this research uncovers how DEs strategically leverage local institutional knowledge to outperform MNEs in HRM dimensions. By embedding these findings within institutional theory, this study extends the theoretical discourse on organizational adaptability in emerging markets and provides actionable insights for aligning HRM strategies with local institutional contexts, fostering a comprehensive understanding of HRM dynamics across diverse economies.

This study focuses on human resource management (HRM) practices that encourage employee engagement. It aims to explore the relationship between HRM practices and employee engagement and also investigates the moderating role of employee gender between both variables. The study applied a cross-sectional research design alongside correlational and regression analysis to evaluate the responses of 410 employees working in unicorn startups based in Gurgaon, New Delhi, and Mumbai through the structured survey questionnaires. Regarding the respondents’ gender, the majority are male (70%), and female constitutes 30%. However, the study results demonstrated that no matter an employee’s age or gender, effective HRM practices have a strong positive correlation with employee engagement (β = 0.93; p &amp;amp;lt; 0.001). The results of the regression model show that HRM practices have explained 87% of the variance in employee engagement, which indicates that most of the employee engagement level depends on the best HRM practices of the organization. The gender differences do not significantly moderate this relationship. The F value in ANOVA analysis showed the overall significance of the model. The findings illustrated that by improving skills and promoting employee engagement, individuals experience heightened satisfaction levels and assume greater responsibility for their assigned duties. AcknowledgmentThis study is supported via funding from Prince Sattam Bin Abdulaziz University project number (PSAU/2023/R/1445).

Introduction: Human resource management is the most important function in any organization; because it is related with the responsibility of using resources for the purpose of achieving the goals of the organization. Thus, the main purpose of this study was to investigate the relationship between Human Resource Management Practice and Teachers’ Job Satisfaction in government Secondary Schools.&#x0D; Methods: The research design for this study was correlation research. Both quantitative and qualitative research approach was used. Data was collected through questionnaire and interview. Respondents were selected using random sampling technique and a total of 155 respondents were participated. Also, five school principals were purposively selected and participated in the study. The data collected were organized, analyzed, tabulated and interpreted using simple percentages, means, standard deviation, analysis of variance and Pearson correlation.&#x0D; Results: Major findings of the study are: majority of respondents reported poor teaching staff resource planning (M=2.14, SD=1.18), provision of training and development on various issues was inadequate (M=2.24, SD=1.32), performance appraisal practice was not based on clear and transparent procedures (M=2.05, SD=1.15), a good number of teachers were feeling moderate job satisfaction to the existing work environment (M=3.24, SD=1.35). Correlation analysis indicates significant positive interaction between human resource management and teachers job satisfaction (r=0.55, p=0.00). &#x0D; Discussion: The importance of human resource management was not acknowledged and well understood by the educational leaders. Effective human resource management can improve workforce utilization in schools and it will potentially increase the job satisfaction of teachers. Performance appraisal and supervision activities were taken as the retinue activity in the schools under study .This may have impact on teachers' job satisfaction, self improvement and school goal achievement. Thus, school administration need to design strategic system that invites the school principals in the activities of human resource management.

The article considers the potential for the widespread use of artificial intelligence (AI) to address current challenges in the labor market and improve the efficiency of human resource management (HRM). It analyzes modern approaches to integrating relevant methods and tools into HRM practices. The study explores how AI can complement existing HR processes, creating a more data-driven and adaptive framework for decision-making. Companies are actively seeking ways to incorporate innovative solutions, so the results of this study can be seen as a step towards combining current HRM practices with AI's transformative potential to support effective management decisions. The paper presents powerful AI capabilities: mechanical AI, thinking AI, and feeling AI. Mechanical AI is best suited for automating tasks such as job creation, enrolment in training courses, reporting, monitoring career development, and performance evaluation. This type of AI significantly reduces administrative burdens, allowing HR professionals to focus on strategic decision-making and employee engagement. Thinking AI excels in analyzing CVs, learning outcomes, productivity, and career forecasting. Feeling AI focuses on analyzing applicant behavior, personalizing training programs, providing psychological support, and monitoring the workplace's psychological climate. To address challenges in emotional analysis, the article presents a conceptual model for sentiment analysis of data on the emotional state and satisfaction of employees. The paper includes specific recommendations for implementation and demonstrates the model's application on Glassdoor Job Reviews data using Python programming language. This approach illustrates how AI can enhance employee well-being while aligning HR practices with organizational goals.

The objective of this study is to argue transition from human resource management (HRM) to strategic human resource management (SHRM). In addition, this study also discusses the theory of SHRM. The research methodology of this study is based on arguments from SHRM literature. The significant of paper is a discussion of SHRM theory. Key terms are personnel, employee, and capital in management of human resources by firms. Practitioners call human resources as personnel in personnel management (PM); and call human resources as an employee in HRM. Practitioners do not clarify the term yet for human resources in SHRM. This paper suggests “capital” term for human resources in SHRM. Secondly, return on investment (ROI) of HRM might be positive organizational attitude and behaviours. HRM makes investment to employees, and ROI of HRM is important to SHRM because positive attitude and behaviours increase individual performance of employees. Thirdly, there is a triangular relation in SHRM theory. This is named as trigonometry of SHRM. There are dependent variables, independent variables, and moderators in this triangular. Finally, SHRM can be described with employee performance and firm performance relationship. In this relation, HRM practices lead to increased individual performance, and individual performance increases performance of business departments such as logistics, supply, finance, marketing, production etc. and performance of business departments has an impact on firm performance. In this SHRM model, HRM has an impact on firm performance through individual performance and business departments. All are described is SHRM theory in this study. For HRM case, HRM has two purposes in firm management. Those purposes are performance and recruitment. HRM aims to increase individual performance of employees. If HRM aims to increase firm performance through individual performance, it is description of SHRM. HRM has an impact on individual performance via HRM practices. HRM practices are keys to increase individual performance. Because employees implement business processes in firm management. Those processes are such as production, marketing, stock, supply, logistics, finance and others. Individual performance of employees increases performance of those business processes in firm management. Therefore, it is important to increase individual performance through HRM practices. This is a HRM theory in this study. Moreover, HRM does recruitment of employees for functioning these business processes. Because all needs human resources to effectively implement processes in firms.

Employee retention is a critical issue faced by organizations across various sectors, making the role of Human Resource Management (HRM) practices crucial in addressing this challenge. This systematic literature review aims to explore the impact of HRM practices on employee retention by synthesizing findings from multiple studies conducted over the last two decades. The review analyzes key HRM strategies, including recruitment and selection, training and development, compensation and benefits, performance management, and employee engagement. It also examines how organizational culture, work-life balance initiatives, and career development opportunities influence retention outcomes. The findings suggest that effective HRM practices significantly contribute to higher employee retention rates by fostering job satisfaction, organizational commitment, and loyalty. Notably, strategic recruitment and selection processes are crucial in hiring individuals who align with the organization’s values and culture, while comprehensive training and development programs enhance employees’ skill sets and career prospects. Competitive compensation packages, alongside performance-based rewards, further strengthen retention by addressing employees' financial and recognition needs. Moreover, fostering a positive work environment through engagement initiatives and supportive leadership is essential for maintaining workforce stability. However, the review also highlights that the effectiveness of HRM practices varies depending on factors such as industry, employee demographics, and organizational size. Thus, a one-size-fits-all approach may not be suitable. The review concludes with recommendations for organizations to adopt a more tailored and holistic approach to HRM, integrating both traditional and innovative strategies to retain talent effectively in a dynamic business landscape.

This study attempted to narrow the dearth in the literature with regard to the influence of human resource management (HRM) practices on employees. The study, using a sample of clerical front liners in service-based cooperatives in West Malaysia revealed that HRM practices (training and development, performance appraisal, communication and participation, and rewards) had a significant direct positive and indirect positive relationship with employee performance. The indirect relationship was mediated by affective organisational commitment. In contrast, HRM practices only had an indirect relationship with turnover intention, mediated by affective organisational commitment. Affective supervisory commitment did not mediate the relationship between HRM practices and employee performance nor the relationship between HRM practices and turnover intention. The results suggested that HRM practices can enhance employee performance directly as well as indirectly, through fostering affective organisational commitment. In addition, HRM practices can reduce turnover intention only indirectly through enhancing affective organisational commitment.

PurposeThis study aims to identify specific human resource management (HRM) practices to overcome destructive deviance among public sector employees. Further, this study aims to rank the identified HRM practices in the order of their impact on destructive deviance.Design/methodology/approachThis study uses the technique of both inductive and quantitative content analyses to identify specific HRM practices and rank them in the order of their impact on destructive deviance. Data was collected from 30 executives employed in Indian public sector via unstructured interviews. Also, Krippendorff’s alpha reliability estimate was calculated to establish the reliability of the content analysis, which was 0.80.FindingsThis study identified ten HRM practices (human resource planning, job design, training and development, reward system, employment security, career advancement opportunities, performance management, employee participation, monitoring and control, work–life balance) in overcoming destructive deviance among public sector employees. Furthermore, based on their frequency distribution, the HRM practices were classified into three categories, i.e. most significant, significant and least significant.Research limitations/implicationsBased on the categorization of HRM practices into three categories, this study implies that to discourage employees from exhibiting deviant behaviour, organizations should focus on the implementation of most significant HRM practices followed by significant and least significant practices. HRM practices that function as a coherent and synergistic system act as a win-win strategy benefitting both employees and the organization.Originality/valueIn spite of the rising research interest in the deviant behaviour in the literature, still there is a dearth of research pertaining to the association between HRM practices and destructive deviance. Moreover, there is no consensus among researchers concerning the specific HRM practices that should be incorporated in the overall construct. Guided by these gaps in the literature, this study identifies ten HRM practices to overcome destructive deviance among public sector employees using qualitative analysis.

This study examines the relationship between digital transformation and human resource management (HRM) practices in public universities in the United Arab Emirates via a synthesis of Resource-Based View and Dynamic Capabilities Theory. Despite the growing interest in digital transformation, limited research has examined its implications within public universities in the United Arab Emirates. Adopting a conceptual approach, this paper provides a comprehensive framework that connects the important elements of digital transformation, comprising technological infrastructure, digital transformation culture, and human resource capabilities, to the core HRM practices, namely recruitment, training, and performance appraisal. This study contributes to the existing literature by proposing a dual conceptualization of digital transformation as both a strategic resource and an adaptive capability that enhances HRM effectiveness. Moreover, the current study proposes a structured questionnaire approach for future empirical validation using Structural Equation Modelling (SEM). It is expected that future empirical findings will demonstrate that it is not only the size of technology investment, but also the organization’s ability to develop dynamic capabilities like organizational learning and strategic flexibility that mediate the relationship between digital transformation and HRM practices. Despite the growing interest in digital transformation, limited research has examined its implications within public universities in the United Arab Emirates. In particular, little is known about the underlying mechanisms through which digital transformation influences HRM practices, especially the mediating role of dynamic capabilities. Furthermore, the integration of the Resource-Based View and Dynamic Capabilities Theory in explaining this relationship remains underexplored in higher education contexts. Accordingly, this study aims to develop a conceptual framework that explains the relationship between digital transformation and HRM practices in UAE public universities. The study draws theoretical implications through the integration of RBV and the dynamic capabilities perspective into the ecosystem domain of digital HRM, as well as for university leaders and policymakers who would design systematic processes to align digital transformation initiatives in a way that serves human resource strategies. It highlights the need to create a digital culture, develop workforce digital competencies, and take an integrated approach to build sustainable institutional performance.