Originality: challenges in Chinese HRM research

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.

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.

Human Resource Management (HRM) has evolved from an administrative role to a strategic partner in business goals. Cultural, technological, and economic shifts have driven this trend. This academic paper examines current HRM trends and challenges to emphasize their relevance.HR analytics and AI have transformed human resource management (HRM) by enabling evidence-based decision-making, improving recruitment, and increasing employee engagement. This shift allows Human Resource Management (HRM) to align human efforts with corporate objectives, moving from an administrative role to a strategic partner in organizational decision-making. Globalization requires Human Resource Management to manage diverse and cross-cultural workforces. Current talent acquisition, communication facilitation, and dispute resolution need cultural awareness, emphasizing the importance of global capabilities for HR professionals. The COVID-19 pandemic has accelerated remote work, requiring HRM practices to adjust quickly. HR experts have adjusted recruitment, onboarding, virtual team collaboration, and mental health aid. These adjustments demonstrate the relevance of HRM in crisis management, corporate resilience, and employee well-being. Diversity, Equity, and Inclusion (DEI) have become increasingly significant, with HRM promoting diversity and inclusivity. Human Resource Management (HRM) promotes justice and inclusion across the employee lifecycle, from recruitment through career advancement. In conclusion, HRM's dynamic interaction with technology, globalization, remote work, and DEI efforts shows its strategic importance in managing complexity and seizing opportunities. Organizations must adapt their HRM methods to modern trends to ensure long-term profitability in a rapidly changing global economy. Keywords: Human Resource Management (HRM), Technology Integration, Globalization Impact, Remote Work, Diversity, Equity, and Inclusion (DEI), Organizational Resilience

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.

This paper presents an overview of the goals of Research in Human Resource Management (HRM): to advance theory and research in HRM, present literature reviews that offer new directions for research, and consider novel theoretical models that enhance the knowledge base in our field. Although we have amassed a great deal of theory and research in HRM over the last century (Zedeck, 2011), we believe that there are numerous changes affecting today’s organizations, and these challenges create demands for new or modified models and research in HRM and Organizational Behavior (OB). Therefore, we review the implications that several organizational challenges (e.g., transition of the economy and employment relationship; and increased diversity, globalization, and technology) have for the transformation of HR practices, and changes in HR theory and research. We also provide a brief review of the papers included in this volume.

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. …

Hospitality industry in Nepal is growing along with tourism industry, which is further supplemented by the rising entry of international chain of hotels. It has increased the demand for the efficient management of qualified human resources. However, there are also challenges at varying levels to manage human resources in this industry. Therefore, this paper explores human resource management (HRM) challenges in the hospitality industry. The data for this study was collected through in-depth semi-structured interviews of 20 HR directors/managers from the Nepalese five-star and four-star hotels who were chosen using a purposive sampling method to ensure that the participants have enough experience of managing human resources in hotels. The findings reveal both internal as well as external challenges faced by the Nepalese hospitality industry.

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

Purpose – The aim of this special issue of Chinese Management Studies (CMS) focuses attention on a central activity of Chinese organisations – managing people. The aim is to support efforts to move beyond human resource management (HRM) research in China as a subset of international or comparative HRM research and promote indigenous approaches to research in China. Design/methodology/approach – Review and reflection. Findings – The research presented in the eight articles that constitute this special issue not only use sample data from China but also explore the mechanisms of different variables in the special Chinese condition, situation and context, resulting in meaningful results on a practical level. As such, they provide valuable contributions to theory construction in HRM and organisational behaviour, not just for China but for organisations around the world. Research limitations/implications – Developing an indigenous understanding of Chinese HRM has a long way to go. The findings here provide a contribution to the growing foundation on which to base further efforts. They will not only help build knowledge about complex organisation dynamics in Chinese businesses but also enrich the overall management knowledge base, not just Chinese organisations. Originality/value – Provides valuable contributions to theory construction in HRM and organisational behaviour, not just for China but for organisations around the world.

PurposeInnovative small and medium-sized enterprises (SMEs) are key economic actors, but they are fragile. Their innovation trajectory requires an evolution in their competencies as their strategy evolves, and this is a particularly critical concern when they are engaged in both exploration and exploitation activities and want to develop organisational ambidexterity. In turn, this brings challenges for human resource management (HRM): some research studies have identified “mobilising” practices for innovation, but few authors have taken a dynamic approach. This study aims to fill this double-theoretical gap by answering the following two questions: how does HRM respond to the challenges associated with the search for ambidexterity in an innovative SME's trajectory? What HRM practices are mobilised in the innovation trajectory of SMEs?Design/methodology/approachThe authors carried out two longitudinal case studies concerning innovative SMEs in the medical equipment sector, which are now over 10 years old and seeking to stabilise an ambidextrous way of operating. The authors conducted 37 semi-structured interviews in 2018–2019 and collected public and internal documents. For each case, the authors identified sequences (Bidart et al., 2013) displaying a certain homogeneity in terms of innovation strategy. The authors then performed a cross-case analysis.FindingsThese case studies produced two main results. First, the trajectory of innovative SMEs consisted of sequences during which competency needs and HRM practices evolved. Despite their similar modes of ambidexterity, the two SMEs have mobilised different human resource (HR) practices. Second, the HRM practices implemented struggle to support the firm at key turning points in the innovation trajectories and can even hinder such changes in direction.Originality/valueThe originality of this work lies in two major dimensions. First, the authors choose to explore innovation and the search for ambidexterity, two themes that are traditionally studied in large firms, in the setting of SMEs. Second, the authors choose a longitudinal method to explore the evolution over time in modes of ambidexterity and HRM, along these SMEs' innovation trajectory. This is a departure from more traditional approaches seeking to identify which HR practices, or configurations of practices, are best able to foster ambidexterity and innovation. It leads the authors to show, in a contingent, dynamic perspective, the importance of the Human Resources Foundation’s (HRF's) positioning and attitude in supporting diversified SMEs’ innovation trajectories. This requires allocation of the necessary resources to the function, which needs time and resources to reflect on how to build the ambidextrous HRM that is essential for the firm's survival.

In the context of Industry 5.0, the convergence of Artificial Intelligence (AI), decoloniality, and epistemic justice presents both opportunities and challenges for Human Resource Management (HRM) in the South African public sector. This paper emanates because of the possibility that AI-driven HRM practices could reinforce colonial legacies, repeat systemic bias, and prolong epistemic exclusion if not led by justice-oriented perspectives. This paper aims to explore how concepts of ethical, decolonial, and epistemic justice might inform the use of AI in HRM to promote inclusivity and fairness. This paper employs bibliometric analysis to map and evaluate scholarly discourse on AI, decoloniality, and HRM, aiming to uncover research trends, gaps, and theoretical intersections. Findings indicate that although AI can be efficient and predictive, its application in HRM frequently ignores ethical requirements and local knowledge systems. To protect equity, the study recommends integrating decolonial ideas, participatory methods, and epistemic justice frameworks into HRM technology. This paper concludes that the South African public sector may reconcile technological innovation with transformation and social justice imperatives by ethically aligning AI in Industry 5.0.

In this annual editorial for The International Journal of Human Resource Management, we project a vision of a sustainable ecosystem of human resource management (HRM) research by reflecting on key trends of HRM research and provide suggestions for future research efforts for the HRM research community. We outline the evolution and development of six areas of HRM research that are highly relevant to the policy and practice in the current global political-economic context. These research pursuits are shifting from firm-oriented and technology-oriented to becoming more employee-oriented and society-oriented. We extend these lines of enquiry with suggestions of what future research can examine to keep pace with practice and to offer policy and practical recommendations. We argue that different sub-fields of HRM research can complement, reinforce and interact with each other to enable us to build a robust and expanding research programme, intellectually and practically, to reflect the world of work and to demonstrate the relevance of our research to society with scientific rigour.

Human Resource Management (HRM) refers to the structured systems designed to oversee people within an organization. The main responsibilities of an HR manager revolve around staffing, employee compensation and benefits, and work design. The ultimate goal of HRM is to maximize organizational productivity by enhancing employee effectiveness. Despite the rapid pace of business changes, this fundamental role is unlikely to shift. As Edward L. Gubman noted in the Journal of Business Strategy, the essential tasks of HR—acquiring, developing, and retaining talent; aligning employees with business goals; and contributing meaningfully to organizational success—will always remain relevant. HRM poses additional challenges for small enterprises, which often lack a dedicated HR department and may rely on a single HR person or even the owner. Therefore, understanding these challenges becomes vital for ensuring growth and sustainability. This paper seeks to analyze the challenges in HRM, propose solutions, and highlight future trends.

The aim of this article is to discuss the impact of Artificial Intelligence (AI) on various areas of the Human Resources Management (HRM) and to indicate whether there are uncertainties and challenges associated with it. Design/methodology/approach: The article attempts to answer the following research questions: RQ1: What changes and uncertainties related to the HRM await modern enterprises?; RQ2: How do enterprises assess their ability to use AI in different areas of the HRM?; RQ3: Are enterprises ready for changes related to the implementation of AI in the HRM? Bearing the above in mind, the analysis of domestic and foreign literature sources and the author's pilot study using the online survey questionnaire as a research tool were adopted as a research method. The survey was carried out among a selected group of medium and large enterprises.

In the development process of enterprises, management is an important guarantee, of which human resource management plays an essential supporting role. In the current era of “Internet+” and digitalization, enterprises face new opportunities and challenges in human resource management, which they need to face directly and analyze the relevant issues comprehensively. This thesis focuses on the innovation of human resource management in modern enterprises in the era of “Internet+” and digitalization. It uses literature analysis first to study the problems in recruitment, performance assessment and employee relations and to find the corresponding innovative ways for different problems. In addition, it is suggested that managers and HRM practitioners improve their skills and effectively use the various technologies brought about by “digital innovation” to cope with the complexities and changes in the external environment.