Human Resource Management: Themes, Concepts and Relationships

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.

Purpose – The purpose of this paper is to conceptualize the indigenous concept of suzhi at individual and organizational levels, and identify its dimensions for human resource management (HRM) research and practice in China. Design/methodology/approach – Based on a comprehensive review of suzhi literature, Chinese cultural and historical literature, as well as Western mainstream HRM research, a multidimensional suzhi framework is conceptualized. Findings – As an indigenous expression, suzhi can be and has been adopted for Chinese HRM research and practice. As a multidimensional construct, one’s cognitive suzhi is jointly determined by corresponding moral suzhi, wenhua (knowledge-based) suzhi and zhuanye (professional) suzhi. Cognitive suzhi, in turn, determines one’s behavioral suzhi that drives employees to enhance organizational performance, and this relationship is moderated by psychological suzhi. Research limitations/implications – The proposed framework provides new insight for Chinese indigenous management research, particularly in developing suzhi measurement for different dimensions. It also informs HRM practices in recruiting, selection, performance analysis and employee career development. Originality/value – The complexity of suzhi dimensions from an organizational HRM perspective is analyzed. The resulting suzhi framework offers new insight for HRM research and practices in China.

Human Resources Management (HRM) is the department responsible for aligning individual efforts with organizational goals, enhancing labor productivity and achieving strategic objectives. Since the early 2000s, academic interest in HRM, a critical aspect of the modern workplace, has grown significantly. Considering the increase in interest for scientific research on HRM, the study aims to provide a holistic and up-to-date perspective on HRM studies. Given this increased scholarly attention, this study aims to provide a comprehensive and contemporary overview of HRM research. A bibliometric analysis was conducted using all HRM-related data from the Web of Science database between 1980 and 2024 via Biblioshiny function in Bibliometrix R package. Key findings point to a 16.7% annual increase in HRM research, averaging 9.14 studies and 22.81 citations per year. The cumulative number of studies in the field continues to rise, while the number of citations, although generally increasing, exhibits some fluctuation. The United States, China, the United Kingdom, and Australia are the most prominent countries of origin for researchers in this field. Our study offers valuable insights for future researchers through analyses of journals, authors, documents, and influential factors within HRM literature. Thematic maps derived from keyword analysis spotlight emerging areas, such as green HRM and environmental performance, which warrant further investigation. This research provides a comprehensive overview that can significantly benefit scholars in the field. JEL Codes: O15, J53, M54 Received: 29/07/2024. Accepted: 06/10/2024. Published: 20/01/2025.

The topic of “Occupational Health and Safety” has been focused on as a main function of Human Resource Management. Occupational safety and health covers a wide range of activities and functions. This research paper looks at what health and safety refers to, why research should be conducted into it, and how it is helpful for organizations and employees, and for the human resource management as a whole. It is followed by a discussion on Occupational Safety and Health with emphasis on several sub-topics, which are elaborated upon. Light will be shed on various OSH issues, and how Human Resource Management deals with them. Besides, legal requirements for health and safety rules will be looked into, with a focus on proposed solutions to the mentioned issues. A comparison of safety measures in the global context will be compared with safety measures in the local context, to understand how different organizations handle safety. There are several recommendations for business practice as well as their implications. What is more, there are suggestions for future business research, especially in the area of Human Resource Management. Keywords - Organizational Behavior, Occupational Health and Safety Human Research Management, descriptive design, United Arab Emirates

Education has been shown to be the foundation of social equity and economic progress, underpinning individual and community, self-sufficiency and sustainability. The correlation between teacher quality and student education outcomes has been well-evidenced in previous research. The purpose of this study was to explore the potential use of Human Resource Management (HRM) theory and practice to identify and select quality teachers for the range of individual and contextually different schools that exist within education systems. The variance between schools in their context, sector, socio economic status and needs, is considerable, consequently individual schools have quite specific local needs when recruiting and selecting teachers. The ability to draw on consistent evidence-based practices may result in not only rigorous recruitment and selection processes but also teacher retention. Effective recruitment, selection and retention of teachers has emerged, in recent studies, to be one of the most crucial school improvement strategies. In order to understand how HRM practices might improve recruitment and selection of teachers in independent schools it was necessary firstly to identify the HRM practices being used. To this end an online survey of school leaders was conducted this was followed by six one on one interviews to enrich the survey data. The results of the survey indicated that a variety of HRM processes were being utilised by school leaders at the functional level with little cognisance of the strategic possibilities nor an HRM evidence-based structure of practices. The interviews supported these findings and also revealed that there is a growing awareness in school leaders that the adoption of HRM informed practices may indeed be beneficial in recruitment and selection of teachers. These results provide a compelling reason for further research and indicate there is great potential for use of HRM expertise and practices by school leaders for recruitment and selection of teachers as part of a suite of HRM practices which may indeed lead to school improvement and eventually to improved social and economic outcomes.

Since almost ten years, serious games have become more and more popular in large French companies, especially with human resource managers who use them to recruit, integrate, train, support, develop, communicate and sensitize. However, few research papers are dedicated to them in the academic literature in management science. The purpose of this paper is to build a typology of serious games based on their use in human resource management. To construct this typology, an inventory of all serious games used by CAC40 companies was made. 114 serious games have been listed for the 43 listed companies since December 2011. These games have been classified into three categories and 11 sub-categories based on their uses by destination. Each of these categories is further studied and characterized more accurately from examples. Gathering information will be done in four successive steps from four different types of sources which will link data and improve reliability. This is the first study to demonstrate that all CAC40 companies use serious games and seven of them have adopted at least five. This research is also the first to offer a detailed typology of serious games based on their use in human resource management. The discussion will show how this typology helps to operationalize the concept of serious games and better understand and choose their specific HR uses.

This study explores the impact of so-called green human resource management on employees' green consumption behavior. The research analyzed data based on recycling questionnaires given to staff from a technology company. Using five hypotheses developed from the literature, the results confirm that Green human resource management practices positively affect employees' green consumption behaviors. Green human resource management practices are also positively correlated with employees' green behaviors. In turn, these green behaviors are positively correlated with green consumption behaviors. The results show that employees who are more environmentally-conscious are more likely to show green behaviors. Environmental awareness plays a positive role in regulating the green behavior of employees and green consumption behavior. The study provides a reference value and practical applications for the scope of future green human resource management research.

PurposeTo communicate the development and results of strategic human resource management (HRM) research to the audit research community in order to stimulate audit research specific to HRM audits.Design/methodology/approachPrior research that served as impetus for this paper is discussed. The findings of other studies are presented to make a case for the business impact of strategic human resource management practices.FindingsStudies on the competitive environment of firms, theoretical development in HRM, empirical work on the link between HRM practice and firm performance, and emerging models based on intellectual capital, suggest that there are compelling reasons for internal audit to devote substantial resources to the evaluation of strategic risk in HRM audits.Research limitations/implicationsThe literature is still developing. The literature presented here is not an exhaustive list and does not include all findings, but rather what we perceive to be the most important findings.Practical implicationsBoth “high performance work systems” and “strategic fit” should guide internal audit in planning, designing audit programs, and executing strategic audits of human resources consistent with the risk management paradigm.Originality/valueThis paper bridges a gap between the human resource management literature and the internal auditing literature.

Self-report questionnaires are the predominant method used in human resource management (HRM) research to assess employees’ work-related psychological constructs (e.g., processes, states, and attributes). However, this method is associated with significant shortcomings, including the introduction of self-serving bias and common method variance when used exclusively. In this chapter, the authors challenge the assumption that individuals themselves are the only accurate source of the self-focused information collected in HRM research. Instead, the authors propose that other-ratings – ratings of a target individual that are provided by a workplace observer, such as a coworker, supervisor, or subordinate – can accurately assess commonly measured work-related psychological constructs. The authors begin by explaining the advantages of other-ratings for HRM research and practice, reviewing the history of other-ratings and how they emerged in the personality and person-perception literature, and outlining how they have been used in HRM research to date. Then, the authors build upon Funder’s (1995) realistic accuracy model to develop a theoretical argument detailing why workplace others should be able to accurately judge how another employee thinks and feels about work. Next, the authors highlight existing evidence in the literature on the accuracy of other-ratings and present the results of a preliminary meta-analysis on the ability of other-ratings to predict self-ratings of work-related psychological constructs. Finally, the authors discuss potential moderators of other-rating accuracy and reflect on a number of practical considerations for researchers looking to use other-ratings in their own work. The authors intend for this chapter to meaningfully contribute to the larger conversation on HRM research methods. Other-ratings are a simple, yet powerful, addition to the methodological toolkit of HRM researchers that can increase flexibility in research design and improve the overall quality of research.

Employer behavior (Arbeitgeberverhalten) plays an essential role when it comes to understanding Human Resource Management (HRM). However, rather few studies actually seem to take concrete behavior of organizations as employers into account. Instead, German textbooks and journals are replete with examples of good in HRM. We argue that, as a result, there is a growing discrepancy between HRM in research/teaching and practice, which unquestionably is a problematic development in an applied science like HRM. Based on our analysis of five leading German textbooks on HRM and five volumes of German Journal of Research in Human Resource Management (2005-2009), we highlight current gaps in academic discussion and we derive some theses concerning current state of discussion. Finally, we discuss our findings and highlight some avenues for further research in our field. Key words: HRM, employer behavior, textbook analysis, bad practice (JEL: M12, M14) 1. Introduction Human Resource Management (HRM) is an important academic discipline, which is institutionalized at most business schools around world. Journals dealing with HRM rank at high positions in VHB JourQual-Ranking and have considerably high Impact- factor s. Research on HRM ranges from identifying best practices in separate domains such as recruiting, trainings, incentives and appraisal to examining impact of creating firm- specific and idiosyncratic bundles of interdependent HR practices in a certain HRM-system on creating competitive advantage (for a current overview, see Reichel & Mayrhofer, 2009). However, identification of optimal bundles of HR practices and question for consistency in employer behavior seems to be an important issue only for researchers from Great Britain or US (cf. e.g. Baron & Kreps, 1999). Although it is obvious that employer behavior C'Arbeitgeberverhalten) needs to be taken into account when it comes to understanding Human Resource Management, few studies from German researchers explicitly address question, which behavior entrepreneurs and enterprises actually show in their role as employers. Instead, German textbooks and journals are replete with examples of good in HRM (cf. results of our analysis in third section of this paper). Bad practices, which ultimately lead to a deterioration of working conditions for a large number of employees and which employers regularly use in order to preserve flexibility or to maximize profit, are frequently neglected in research; even though such practices often are heavily discussed in media. As a result, there seems to be a growing discrepancy between HRM in research/ teaching and practice. In a special forum in Academy of Management Journal on the separate worlds of academics and practitioners in human resource management, Rynes et al. (2007, p. 987) argued that, the gap between science and practice is so pervasive that some have despaired of its ever being narrowed. Unquestionably, this is a problematic development in an applied science like Human Resource Management. In this paper, we take a look at role of employer behavior in research and teaching in Germany and Austria. Based on our analysis of five leading German textbooks on Human Resource Management and five volumes of German Journal of Research in Human Resource Management C' Zeitschrift fur Personalforschun?y ZfP) (2005-2009), we highlight current gaps in academic discussion. The results of our illustrative analysis show, that even though research on employer behavior is essential to understand HRM, it is a widely neglected issue. The paper is structured as follows: In next section, we define notion of employer behavior and we discuss recent developments in employer behavior, which occurred during last years and decades. Subsequently, we examine how scholars approach employer behavior in research and teaching. …

The purpose of this study is to find out how the cross-strait employees in Taiwan and Mainland China affect human resource management on organizational commitment and organizational citizenship behavior. A questionnaire was adopted and randomly distributed to Taiwanese and Mainland China employees of a Taiwan paper company. There were 348 questionnaires returned and analyzed by regression analyses, the major findings are as follows: the results of cross-strait employees' comparisons on value commitment, retention commitment, and organizational public welfare are significant: age will significantly influence the organizational commitment, and selection and retention have significance for the value commitment and the retention commitment, the factor of cross-strait employees has a positive moderating effect on the relationship between retention and organizational public welfare, and a negative effect on the relationship between staffing and organizational public welfare. The cross-strait employees between human resource management and interpersonal altruism have a negative moderating influence in staffing, and with the positive moderating influence in selection; others have no influence. In addition, the cross-strait employees between human resource management and value commitment have a positive moderating influence in retention and with negative influence in education. As the findings itself, it is important to note that our results showed when human resource manager devise the human resource policy in cross-strait company, these different employees' characteristics should be considered.

Role of the human talent in total quality management–performance relationship: an investigation in the transport sector

This research was conducted at PT XYZ, a national construction company that offers design and construction services. The condition of PT XYZ is still weak in terms of company’s performance such as inefficient management, limited fund, technological limitations, tools, methods, and low quality human resources. Therefore, it is necessary to select a management system that can help the company to maintain product quality and improve company’s performance. This paper identifies management system decision that may assist company to maintain product quality and increase company’s performance for example Total Quality Management (TQM). TQM consist of six dimensions of leadership, strategic planning, customer focus, use of information and analysis, human resource management, and process management. The methods of data collection were conducted through interview and questionnaires. The samples used in this research are 185 employees, however valid usable data submitted were 176 data. The analysis uses multiple regression method on Statistical Package Social Science (SPSS) software as its single processing tool. The results show that leadership, customer focus, human resource management, and process management were significantly influence company’s performance, but strategic planning and usage of information and analysis were not significantly influence company’s performance.

Citation (2010), "Research in Personnel and Human Resources Management", Liao, H., Martocchio, J.J. and Joshi, A. (Ed.) Research in Personnel and Human Resources Management (Research in Personnel and Human Resources Management, Vol. 29), Emerald Group Publishing Limited, Bingley, p. ii. https://doi.org/10.1108/S0742-7301(2010)0000029011 Publisher: Emerald Group Publishing Limited Copyright © 2010, Emerald Group Publishing Limited Book Chapters Research in Personnel and Human Resources Management Research in personnel and human resources management Copyright page List of Contributors Workplace safety: a multilevel, interdisciplinary perspective Executive pay and firm performance: methodological considerations and future directions A time-based perspective on emotion regulation in emotional-labor performance Insights from vocational and career developmental theories: their potential contributions for advancing the understanding of employee turnover How did you figure that out? Employee learning during socialization Comparing apples and oranges: toward a typology for assessing e-learning effectiveness About the authors

Organizational and human resource management (HRM) scholars have shown an increasing interest in examining how macro-level institutions influence individuals’ behaviour, frequently adopting an institutional logics perspective. This approach encourages a holistic perspective, highlighting the multiplicity of logics within organizations. However, HRM studies that adopt an institutional logics approach often focus on just two logics (profession and HRM), downplaying other logics that influence individuals, and not fully assessing how a HRM logic plays out in organizations. Based on 54 interviews with Pakistani banking employees, we find that their perceptions of HRM effectiveness only partially explain their turnover intentions. Several logics (HRM, traditional leadership, corporation, professional, family, and religious logics) and their associated values are in play at work, and help to explain how HRM influences employees’ intentions to quit. Consequently, we contend that the HRM literature that applies an institutional logics approach downplays the multiplicity of institutional logics embedded within local contexts, and overlooks how various institutional logics and their constituent values shape individuals’ behaviour. Thus, this article highlights the importance of contextualizing HRM policies, ways for HRM research to fully benefit from the institutional logics approach, and the role of values in shaping employees’ responses to enacted HRM policies.