Strategic framework for ai-driven human resource management architecture

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 chapter explains human resource management (HRM) theory (1950s–1960s), examining participation programs, collaborative management systems, motivation techniques, and other HRM principles and practices. The historical progression of HR theory to HRM theory is traced. The emergence of the communication discipline is noted and discussed in the context of a general timeline for the development of organizational communication. The function of vertical authority for organizing and participating is discussed, with a review of more contemporary (1990s) management theory, specifically the organizational restructuring/flattening movement. This discussion has two purposes. First, to provide an example of the continuing development of management theory after communication branched off. Second, to show how participatory organizational practices only function well under flattened team-based structures. The chapter emphasizes the ways that these prescriptive bodies of organizational theory have scripted contemporary organizational forms and practices.

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.

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 chapter explains human resource management (HRM) theory (1950s–1960s), examining participation programs, collaborative management systems, motivation techniques, and other HRM principles and practices. The historical progression of HR theory to HRM theory is traced. The emergence of the communication discipline is noted and discussed in the context of a general timeline for the development of organizational communication. The function of vertical authority for organizing and participating is discussed, with a review of more contemporary (1990s) management theory, specifically the organizational restructuring/flattening movement. This discussion has two purposes. First, to provide an example of the continuing development of management theory after Communication branched off. Second, to show how participatory organizational practices only function well under flattened team-based structures. The chapter emphasizes the ways that these prescriptive bodies of organizational theory have scripted contemporary organizational forms and practices.

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.

The efficient management of human resources has emerged as a crucial factor in determining the performance of organizations in the knowledge-driven economy of today. However, different organizations have different levels of success with these strategies. The difference lies in the paradigm adopted in the organization: personnel management or human resource management. The purpose and objectives of the article are to analyze the theoretical, methodological, organizational, structural, and value foundations of the role of the HR department in implementing HR management as a social management practice aimed at forming and developing the organization's human resources potential and transferring the organization to a development mode. The study is based on a theoretical analysis of scientific works related to personnel management in organizational management in the context of socio-economic transformation in Ukraine. The main focus is on the analysis of holistic and strategic approaches to human resources management, emphasizing talent management, organizational development, and a proactive role in shaping the workforce to solve business problems promptly. The general theoretical basis and methodological principles are determined taking into account the interdisciplinary nature of research in the field of sociology of management, management theory, and personnel management theory. The article, based on the application of elements of qualitative content analysis and narrative review, explores the features and vectors of transformation of the role and functions of the HR department in modern conditions. It is shown that in today’s fast-paced, talent-centric market, organizations must regularly evaluate and enhance their HR policies and best practices to stay competitive, and the points of attention today should include providing the role of personnel departments in value creation and knowledge sharing, which ultimately leads to the company’s high performance and competitiveness. It is found that human resource management has undergone transformational change, reflecting changing organizational priorities and the recognition of employees as vital assets that contribute to business success. It is noted that human resource management recognizes the strategic importance of effective workforce management. Such changes have become a transitional step in understanding the evolution of personnel management from personnel management to strategic human capital management. The prospects of organizations depend on the actualization of internal resources and are not limited by financial and material capabilities. The foundation of modern economic knowledge is intellectual capital, the ability to form a management team, create a system of individual personnel management, and openness and innovation in management. Modern human resources management primarily involves the need to implement a holistic approach to employees with their needs and wishes, as well as a timely response to them by management.

The study aims to determine the sources of intention to quit using hotel categories and employee groups and propose effective human resource management (HRM) strategies. The data was collected from the employees (n1=707), managers (n2=137), and HRM departments of 38 city hotels in Istanbul. The results showed significant differences in the intention to quit according to hotel categories and employee groups. Given that educated employees were more likely to quit, coaching and mentoring activities to meet the employees' growth needs are recommended. As trust in the employer was found to be essential for managers, timely and accurate communicationof strategies was suggested. Intention to quit among managers and employees of the 3-star hotels was lower compared with their counterparts. It was concluded that HRM strategies to increase the autonomy of staff could be beneficial. The study findings contribute to the high-performance human resource practices and contextualist approach in management theory.

The purpose of this study is to examine whether there are operational differences by industry in SMEs' sustainable management and ESG activities. The study set the research analysis process and variables to examine the CSR and ESG capabilities of SMEs. it was set as human resource management, SME awareness improvement, CSR activities, and ESG introduction and demand. It was found that in process 1, there are differences in human resource management strategies by industry. In process 2, there were differences in the type of method for improving SME awareness. In process 3, it was found that the introduction of CSR and the level of activity differ by industry. In the last process 4, it was found that there were differences by industry in the introduction of ESG and the analysis of differences in needs. Therefore, the results derived from each process emphasize the need for customized human resource management, CSR, and ESG strategies tailored to the characteristics of each industry, which can be emphasized that this can contribute to strengthening the competitiveness of SMEs and sustainable management.Based on the resource dependence theory, the organizational theory and human resource management theory were promoted by explaining the CSR and ESG management of SMEs. As practical implications, SMEs should strengthen their corporate image and sustainable management by improving their working environment, emphasizing their economic contribution, and designing CSR and ESG activities suitable for industrial characteristics.

Contributions to an economic theory of human resource management

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.

This research contributes to the debate in the human resources management (HRM) literature by examining the impact of some HRM practices on workers’ overall job satisfaction and the determinants of workers’ perception of discrimination. The novelty of our study consists in the deepening of the relation between HRM practices and the employees’ perception of discrimination in workplace: a largely unexplored topic, until now. Our aim is to add value to existing literature by assessing the synergy effect between perception of discrimination and HRM practices on workers’ job satisfaction, performing a probit regression analysis of a selection of variables drawn from the sixth wave of European Working Condition Survey data, collected in 2015. We also provide a comparison of different types of discrimination, examining the moderating effect of the perception of discrimination on the relationship between HRM practices and employees’ job satisfaction, assuming that the strength of the above relation is weaker for discriminated workers. Our findings highlight that HRM practices we analysed (except for autonomy of the work-group and job-intensity) have a positive impact on workers’ satisfaction and reduce the perception of discrimination. Moreover, we find that the perception of every kind of discrimination have a negative impact on workers’ job satisfaction. Our results also suggest that the perception of discrimination has a moderator role in the relation between HRM practices and job satisfaction. Policy implications are finally discussed.

One of the important features of human resource management (HRM) theory is that organizations need to develop HRM practices that are supportive of the organization's business practice. The HRM practice of an organization defines the role behaviour of its employees. Service organizations are unique and distinct from manufacturing organizations. Thus, service organizations need to develop the appropriate role behaviour. Empirical evidence shows that service organizations in the U.S. develop HRM practices that are distinct when compared with manufacturing firms. This study examined the extent to which this is also true in Malaysia. It also subjected this relationship to a more rigorous scrutiny by also controlling for the influence of other variables known to affect HRM practice.

In this article, the authors look at the role of culture, management theory and paradigm-shift vis-à-vis their implications for general management. There is an in-depth focus on the influence of the European Enlightenment on eighteenth and nineteenth century industrialism and the emergence of a possibly dominant paradigm in management theory in the twentieth century, namely ‘Scientific Management’ or ‘Taylorism’, as it became known. The authors also examine, in turn, how it shaped the next development in the narrative – ‘Human Relations’ – and its successors ‘Organisational Behaviour’ and ‘Human Resource Management’.