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Thematische Bibliographien / Human resource management practitioners / Zeitschriftenartikel

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Zeitschriftenartikel zum Thema „Human resource management practitioners“

Autor: Grafiati

Veröffentlicht am 26. Juni 2021

Zuletzt aktualisiert am 29. Juli 2025

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1

Cosenza, Ana C. S., José Salvador da Motta Reis, Cristina Gomes de Souza, Rafael Garcia Barbastefano, Gilberto Santos, and Luis Cesar Ferreira Motta Barbosa. "Sustainable Human Resource Management, Green Human Resource Management, and Environmental Human Resource Management: Analysis of New and Emerging Terms Related to the Human Resource Area." Quality Innovation Prosperity 28, no. 1 (2024): 127–53. http://dx.doi.org/10.12776/qip.v28i1.1904.

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Purpose: Sustainable Human Resource Management (S-HRM), Green Human Resource Management (GHRM), and Environmental Human Resource Management (Environmental HRM) are terms that have been increasingly used in the field of human resources. This article aims to analyse how these terms are being used in the literature to identify if there are conceptual differences between them. Methodology/Approach: The study was based on analysing publications on the subject indexed in the Web of Science, covering 543 articles. Clustering techniques based on co-citation and co-occurrence of keywords were used to v

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Mwita, Kelvin M. "Tanzania Graduate Employability: Perception of Human Resource Management Practitioners." International Journal of Human Resource Studies 8, no. 2 (2018): 263. http://dx.doi.org/10.5296/ijhrs.v8i2.12921.

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Higher Education Institutions (HEI’s) produce many qualified graduates in different fields of study annually but almost half of them become frustrated or desolate because they cannot secure jobs in the labour market and some have huge student loans to settle. Moreover, Tanzania education stakeholders have been arguing that the education offered is not adequately geared to integrate the individual into the strong competitive labour markets. The study used a sample of 100 human resource practitioners to assess their perception of Tanzania graduate employability. It was found that HR practitioner

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Channa, Khalil, and Aneel Kumar. "HUMAN RESOURCE MANAGEMENT AMONG ACADEMICS AND PRACTITIONERS VIA CAPITAL RESOURCE EXCHANGE MECHANISM." Journal of Academy of Business and Economics 18, no. 4 (2018): 103–18. http://dx.doi.org/10.18374/jabe-18-4.9.

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Yong, Jing Yi, M. Y. Yusliza, and Olawole Olanre Fawehinmi. "Green human resource management." Benchmarking: An International Journal 27, no. 7 (2019): 2005–27. http://dx.doi.org/10.1108/bij-12-2018-0438.

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Purpose Green or environmental human resource management (HRM) has in recent years attracted much attention from academia and practitioners all over the world. However, a thorough analysis of green or environmental HRM has not been made so far. To address this gap, the present study provides a systematic and comprehensive literature review. The purpose of this paper is threefold: to review Green HRM literature of various scopes, approaches and contexts; to identify different focus areas in the Green HRM literature; and to propose areas for future research. Design/methodology/approach The paper

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Higgins, Paul, and Li‐fang Zhang. "The thinking styles of human resource practitioners." Learning Organization 16, no. 4 (2009): 276–89. http://dx.doi.org/10.1108/09696470910960374.

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Erasmus, Barney J. "Unethical behaviour in Human Resource Management practices in South Africa: Views of Human Resource practitioners." Management: Journal of Contemporary Management Issues 23, no. 2 (2018): 65–86. http://dx.doi.org/10.30924/mjcmi/2018.23.1.65.

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Dr.Aajaz Ahmad Hajam and Alphonsa S John. "MODERN ERA OF HUMAN RESOURCE MANAGEMENT:A STRATEGIC EDGE TO HUMAN TALENT MANAGEMENT." International Journal of Social Science, Educational, Economics, Agriculture Research and Technology (IJSET) 2, no. 4 (2023): 1355–65. http://dx.doi.org/10.54443/ijset.v2i4.151.

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Increasing theoretical and conceptual understanding of human talent management (HTM) is the aim of this research. To clarify the important connections between competency emphasis, talent pooling, talent investment, and talenting orientation and value generation, authors have put out a conceptual framework and a few propositions. A human talent management model has been presented by the authors, which could help academics and practitioners alike better comprehend the talent management orientation. Also, using this approach, practitioners may be able to intelligently match talent strategies with

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Chikhaoui, Fatma. "Employability and Human Resource Management Tools." Journal of Business and Management Review 3, no. 12 (2022): 841–56. http://dx.doi.org/10.47153/jbmr312.5402022.

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In the current context, the notion of employability is a huge hit in several research projects. Employability is a concept mobilized in different scientific fields and especially in the human resource management and specifically by practitioners to develop the employability of employees. We understand the growing emphasis on this concept as a result of the change of the psychological contract and the divorce between loyalty and job security. The employee-employment relationship is no longer the same. Accordingly, a new working relationship is being established from an employability-development

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Cameron, Bobby Thomas Robert. "Leadership, Change and Conflict: An Examination of Informal Human Resources Theory for Policy Capacity." Canadian Political Science Review 16, no. 1 (2022): 42–59. http://dx.doi.org/10.24124/c677/20221854.

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In recent times, academics and practitioners have focused on the optimal processes and capabilities required to increase an organization’s policy capacity, but there is little research on the human resource theory adopted by practitioners to improve public policy and its development. This article presents the results of a 2018 case study of policy capacity involving thirty-one interviews with civil servants in a small provincial government in Canada. An informal theory of policy capacity and human resources centering on leadership, conflict management, change management, and analytical capabil

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Gélinas, Daniel, Arman Sadreddin, and Rustam Vahidov. "Artificial Intelligence in Human Resources Management: A Review and Research Agenda." Pacific Asia Journal of the Association for Information Systems 14 (January 2022): 1–42. http://dx.doi.org/10.17705/1pais.14601.

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Background: Researchers and practitioners both exhibit a growing interest in the application of Artificial Intelligence in Human Resources Management. However, research shows that there remains a substantial gap between the promise of AI and its practical application in organizations. Previous research has identified some of the challenges facing the application of Artificial Intelligence in Human Resources Management. Among these challenges is the varied nature of Human Resources functions. To address this, we adopt the Human Resource Life Cycle, which is composed of 6 dimensions that closely

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Randev, Kadumbri Kriti, and Jatinder Kumar Jha. "Sustainable Human Resource Management: A Literature-based Introduction." NHRD Network Journal 12, no. 3 (2019): 241–52. http://dx.doi.org/10.1177/2631454119873495.

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The concept of sustainability has deeply penetrated in all functions of management such as supply chain, organisational behaviour, human resource, strategic management and so on. But recently, sustainable human resource management (S-HRM) has garnered a significant amount of attention from industry practitioners and academicians due to the escalation of adverse impact of existing HRM approaches on employees, society and the environment ( Mariappanadar, 2003 , International Journal of Social Economics, 30(8), 906–923; 2014a, Human Resource Management Review, 24(4), 313–329; 2014b, Sustainabilit

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Chirwa, Kingwell, and Zakhele Handsome Gwala. "Perceptions of Human Resource Practitioners on the Value of Electronic Human Resource Management: The Case of Tshwane Metropolitan Municipality." Journal of Public Administration Studies 9, no. 2 (2024): 1–6. https://doi.org/10.21776/ub.jpas.2024.009.02.1.

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Using the perspectives of human resource practitioners, this study sought to determine whether the implementation of the e-HRM in the Tshwane Metropolitan Municipality increased the efficiency of the human resource practices. Manual human resource practices may be time consuming, error prone, and difficult to measure. They are further associated with time-consuming data management and analysis due to paper-based systems and spreadsheets. e-HRM enables businesses to increase organizational efficiency while saving time and effort by automating human resource procedures. The study was conducted w

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Figueiredo, Elisa, Leonor Pais, Samuel Monteiro, and Lisete Mónico. "Human resource management impact on knowledge management." Journal of Service Theory and Practice 26, no. 4 (2016): 497–528. http://dx.doi.org/10.1108/jstp-12-2014-0269.

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Purpose – The purpose of this paper is to explain and empirically test the dependence of organizational processes related to knowledge on the nature of assumptions operating in processes of human resource management (HRM) in organizations. It concentrates on practices related to training, career development and retention. Design/methodology/approach – This empirical study as a quantitative nature and the sample is made up of 5,306 collaborators in 634 organizations belonging to an economic group in the banking sub-sector. Data were collected through two questionnaires: human resource managemen

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Khalid, Faisal, Shahid Ali, Usama Saleem, Yasna Syed, and Mahnoor Asim. "Electronic human resource management and sustainable competitive advantage." Rehman Journal of Health Sciences 7, no. 1 (2025): 62–72. https://doi.org/10.52442/rjhs.v7i1.508.

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Background: The HR department's approach to HRM operations and data sharing has evolved because of technological advances. It not only simplifies access to large amounts of data but also drastically reduces the amount of paperwork required daily. Despite the growing importance of electronic human resources management (E-HRM) in enhancing HR practices and organizational sustainable competitive advantage (SCA) worldwide, a significant lack of comprehensive research on the adoption, implementation, and impact of E-HRM on SCA exists in the health sector of Pakistan. Objectives: To examine the rela

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Chan, C. C. A. "Organisational learning: Some considerations for human resource practitioners." Asia Pacific Journal of Human Resources 42, no. 3 (2004): 336–47. http://dx.doi.org/10.1177/1038411104048164.

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Soraya, Evitha, Rugaiyah, Unifah Rosidi, and Bedjo Sujanto. "Managing Uncertainties in Human Resource Management during the COVID-19 Pandemic." International Journal of Multidisciplinary: Applied Business and Education Research 4, no. 5 (2023): 1726–33. http://dx.doi.org/10.11594/ijmaber.04.05.33.

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This study aimed at providing information to help HR practitioners understand the uncertainties caused by COVID-19 by addressing questions on what certainties are faced by HR practitioners in the education sector; what factors are seen as stressors, what characteristics need to be developed, and what solutions are proposed to overcome uncertainties in this pandemic of COVID-19. This qualitative study used a cross-sectional survey design. Electronic questionnaires were employed to collect qualitative data from 40 respondents based on purposive sampling. The study reveals that there are various

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Kim, Mijung, and Yeonu Lee. "A S trategic Human Resource Management Approach in Chaebol Hotels." GLOBAL BUSINESS FINANCE REVIEW 28, no. 4 (2023): 1–19. http://dx.doi.org/10.17549/gbfr.2023.28.4.1.

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Purpose: The purpose of this study is to examine how strategic human resource management practices are enacted in chaebol hotels, and also to evaluate the relationship between the SHRM practices and organizational effectiveness as experienced by employees, regarding the concept of organizational justice. Design/methodology/approach: The questionnaire survey for employees served to test hypotheses which examine the relationship between SHRM and the influence of these HR practices on organizational effectiveness, using multi-regression analysis. This research encompasses a total of 450 responses

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Ellinger, Andrea D., and Sewon Kim. "Coaching and Human Resource Development." Advances in Developing Human Resources 16, no. 2 (2014): 127–38. http://dx.doi.org/10.1177/1523422313520472.

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The Problem Coaching is a pervasive form of development that has garnered significant attention among scholars and practitioners. Although interest in coaching has grown considerably in recent years, coaching has been criticized as being opinion- and best-practice-based, as well as atheoretical. It has been critiqued as being an under-examined and researched concept. The Solution The contributions in this issue address existing concerns in the literature by providing an overview of the theoretical underpinnings of coaching, synthesizing existing literature on research and practice related to g

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Saini, Shweta. "Sustainable Human Resource Management: A Conceptual Framework." ECS Transactions 107, no. 1 (2022): 6455–63. http://dx.doi.org/10.1149/10701.6455ecst.

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Organizations now a days strive for sustainability to follow regulations, fulfill customer requirements for sustainable products and to remain competitive in the market. Sustainability is an approach creating long term value for the organization by focusing on social, economic and environmental aspects. The concept of sustainability is incorporated in various sectors such as manufacturing, consumer goods, and food etc., however limited studies are conducted by focusing human resources. Using a systematic literature review technique, this study discusses the research work on sustainable human r

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Keegan, Anne, Julia Brandl, and Ina Aust. "Handling tensions in human resource management: Insights from paradox theory." German Journal of Human Resource Management: Zeitschrift für Personalforschung 33, no. 2 (2018): 79–95. http://dx.doi.org/10.1177/2397002218810312.

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We have two aims in this article. Our first aim is conceptual where we enrich tensions-focused human resource management (HRM) research with insights from paradox theory. The second aim is to provide guidance for how HR practitioners can handle tensions that never go away. We focus on HR practitioners because they play leading roles in managing employment practices and designing intended HRM practices. We elaborate on the issue of handling tensions and apply a set of response strategies suggested by paradox theory, including suppressing, opposing, splitting and adjusting. Finally, we illustrat

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Baporikar, Neeta. "Human Resource Management for Managing Cultural Diversity." International Journal of Applied Management Sciences and Engineering 7, no. 1 (2020): 74–99. http://dx.doi.org/10.4018/ijamse.2020010104.

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Manager awareness of culture and cultural diversity is subjective and as such, managers use their own cultural knowledge to make judgments on issues that relate to cultural diversity. Human resource practitioners are not championing the practices that empower managers to manage cultural diversity due to overbearing administrative procedures. This results in favoritism, leading to high turnover and poor morale. Managers are also unable to associate organizational strategies and policies to cultural diversity, indicating cultural diversity knowledge and skill gaps. Hence, adopting a qualitative

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Mtembu, Vuyokazi. "Does having knowledge of green human resource management practices influence its implementation within organizations?" Problems and Perspectives in Management 17, no. 2 (2019): 267–76. http://dx.doi.org/10.21511/ppm.17(2).2019.20.

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Sustainability and green practices are in the frontline of issues organizations globally are concerned about because of the consequences of climate change and its challenges. The objective and key question of this study was to determine whether there is a relationship between knowledge of green human resource management (HRM) practices and its implementation within the organizations. The study followed a methodology of triangulated empirical research approach with a combined method of qualitative and quantitative research approaches. Human resource practitioners from human resource divisions i

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Muzanenhamo, Arvid, and Bongani Innocent Dlamini. "Organizational Benefits of Human Resource Management Roles in South African State-owned Enterprises." Indonesian Journal of Innovation and Applied Sciences (IJIAS) 2, no. 3 (2022): 187–92. http://dx.doi.org/10.47540/ijias.v2i3.600.

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Human Resource Management practitioners have been criticized for lacking business acumen due to the nature of the personnel management concept. There has been a change in Human Resource Management roles from traditional personnel management to Strategic Human Resource Management which seeks to provide organizational competitiveness. This article aims to provide organizational benefits of Human Resource Management to an organization as a result of the Strategic Human Resource Management concept. The strategic nature of Human Resource Management has been revealed in this article as there is evid

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Anjum, Nishath, and Md Saidur Rahaman. "Human Resource Management amidst COVID-19 Pandemic: Behavioral Implications for HR Practitioners." Journal of Advanced Research in Economics and Administrative Sciences 3, no. 1 (2022): 57–66. http://dx.doi.org/10.47631/jareas.v3i1.398.

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Purpose: This study aims to examine the new challenges for human resource management amidst the COVID-19 pandemic with implications for HR professionals in dealing with their employees. Approach/Methodology: The study is a general review that attempts to explore the impact of COVID-19 on human resource management. Between December 2019 and July 2021, the researchers did a manual search for the papers that have been published in Scopus, Google Scholar, JSTOR, and Semantic Scholar databases along with many websites. The researcher included the articles based on the scope, area, and variable, whe

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Caldwell, Cam, and Verl Anderson. "Six Myths of Human Resource Management." Business and Management Research 10, no. 2 (2021): 1. http://dx.doi.org/10.5430/bmr.v10n2p1.

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Introduction: For decades the Human Resource Management (HRM) strategic role has been viewed as limited in its effectiveness. Human Resource Professionals (HRPs) have been criticized for their lack of formal preparation – when that preparation even exists. According to Gomez-Mejia (2015) and colleagues, fewer than one-third of all HRPs have any academic preparation in HRM and most lack an understanding of the legal, professional, and technical principles of their profession.Objective: The purpose of this paper is to focus on six myths about HRM and the role of HRPs that are frequently held by

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Ankrah, Ebenezer, and Evans Sokro. "Intention and Usage of Human Resource Information Systems among Ghanaian Human Resource Managers." International Journal of Business and Management 11, no. 2 (2016): 241. http://dx.doi.org/10.5539/ijbm.v11n2p241.

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The purpose of this study is to investigate the intentions and usage of human resource information systems (HRIS) among Ghanaian HR managers and practitioners. In today’s global networking era, information technology has become an integral part of human resource management. This is because the increasing pressure to support strategic goals and the greater focus on shareholder value has led to changes in both job content and expectations of Human Resource professionals. Hence, the use of Human Resource Information System has been used by HR professionals to become strategic managers. Survey met

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ДЖАМОЛДИНОВА, Л. А., Е. З. КАРПЕНКО, and Т. Ш.-М. ЕДРЕЕВ. "MODERN PROBLEMS OF ENTERPRISE HUMAN RESOURCE MANAGEMENT." Экономика и предпринимательство, no. 11(160) (December 21, 2023): 1361–64. http://dx.doi.org/10.34925/eip.2023.160.11.259.

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Благодаря прогрессу и развитию современного общества нашей страны он способствовал быстрому прогрессу экономики, а также предоставил хорошие возможности и проблемы для развития предприятий. Конечно, по мере того, как рыночная экономическая система нашей страны развивается все больше и больше, а внутренняя и внешняя среда предприятий резко меняется, корпоративное управление человеческими ресурсами страны также сталкивается с некоторыми новыми проблемами, которые необходимо срочно решить, требуя глубокого мышления и исследования, проводимые исследователями и практиками управления человеческими р

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Haratua, Chandra Sagul, Citra Widuri Nur Fajar Utami, Mira Kloudya, Inta Jukanti Sari, and Nunu Fitriyani. "MANAJEMEN SDM DALAM PENDIDIKAN : UPAYA PENGELOLAAN SUMBER DAYA MANUSIA DI SEKOLAH." Jurnal Dedikasi Pendidikan 9, no. 1 (2025): 505–16. https://doi.org/10.30601/dedikasi.v9i1.5877.

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Human resources (HR) are the most valuable assets in an organization, including in the education sector. Effective Human Resource Management can support the achievement of educational goals, both short and long term goals. Management within the school environment must involve important elements, namely educators and educational staff so that it can be ensured that there are competent, motivated and in line with the vision and mission of the institution. By using a literature review method, this journal aims to explore the concepts and practices of Human Resource Management in the school enviro

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Pavlova, Anastasia, Hanna Salminen, and Malla Mattila. "GREEN HUMAN RESOURCE MANAGEMENT – AN EMPLOYEE PERSPECTIVE." EURASIAN JOURNAL OF SOCIAL SCIENCES 10, no. 2 (2022): 110–23. http://dx.doi.org/10.15604/ejss.2022.10.02.003.

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In recent years, green human resource management (GHRM) has attracted increasing interest among scholars and practitioners. This study explores employees’ perceptions regarding GHRM and their voluntary pro-environmental behavior in promoting GHRM in their employer organizations. Theoretically, the study builds upon the GHRM perspective and employees’ proenvironmental behavior literature. Empirically, the study utilizes 11 semi-structured interviews that were generated among employees in three different companies located in the Moscow metropolitan area in 2019. The study identifies three differ

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Onyoin, Moses. "Human resource management in public-private partnership organisations: A review." Corporate Governance and Organizational Behavior Review 4, no. 2 (2020): 18–29. http://dx.doi.org/10.22495/cgobrv4i2p2.

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The proliferating phenomenon of public-private partnership (PPP) in public service provision continues to lay a firm foundation for the growth of organizations of hybrid character (van Gestel, Denis, & Ferlie, 2020). Unfortunately, the effects of such organizational arrangements on critical management practices remain underexplored (Berman, 2012). Analytically focusing on purpose-based taxonomy of practices including hiring, training, compensation, and employment relations (Chuang, Chen, & Chuang, 2013), this paper theoretically explores the possible implications of the PPP modality on

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Katou, Anastasia A., and Pawan Budhwar. "Human resource management and organisational productivity." Journal of Organizational Effectiveness: People and Performance 2, no. 3 (2015): 244–66. http://dx.doi.org/10.1108/joepp-06-2015-0021.

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Purpose – The purpose of this paper is to present robust evidence about the effects of human resource management (HRM) systems on organizational productivity, by mixing both distal objective and proximal subjective measures, and by proposing an estimation method that employs hard HRM data. Design/methodology/approach – The purpose of the study is achieved via a simultaneous equations system that has been estimated and simulated, based on an augmented Cobb-Douglas production function, which innovatively has been transformed from static to dynamic, using both economics-based literature and liter

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Vermeeren, Brenda. "Influencing public sector performance: studying the impact of ability-, motivation- and opportunity-enhancing human resources practices on various performance outcomes in the public sector." International Review of Administrative Sciences 83, no. 4 (2015): 717–37. http://dx.doi.org/10.1177/0020852315591642.

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Background In response to recent calls in the literature to decompose both the human resources system and performance, this study has examined the effects of ability-, motivation- and opportunity-enhancing human resources practices on the effectiveness, efficiency and fairness of public organizations, with job satisfaction considered as a mediating variable. Aim Insights from Human Resource Management and performance research, mostly conducted in the private sector, have been combined with public management literature in order to gain insight into the Human Resource Management–performance rela

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Obedgiu, Vincent. "Human resource management, historical perspectives, evolution and professional development." Journal of Management Development 36, no. 8 (2017): 986–90. http://dx.doi.org/10.1108/jmd-12-2016-0267.

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Purpose The purpose of the paper is to trace the historical perspectives in the development and evolution of human resource management as a field of study and profession. Design/methodology/approach The paper adopts a desk research to conduct a general review of literatures that are fundamental in tracing the historical routes, evolution, and professional development in the field of human resource management. Findings The literature reviewed reveals that human resource management is a product of the human relations movement of the early twentieth century, when researchers began documenting way

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Shaheen Ahmed, Dr. "Human Resource Management Practices as an Antecedent of Employee Performance." Business, Management and Economics Research, no. 610 (October 31, 2020): 152–60. http://dx.doi.org/10.32861/bmer.610.152.160.

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The practitioners and academicians in the business arena are highly concern about the enhancement of employee performance in this competitive age for achievement of business goals. Considering the issue, this study aimed to measure the influence of Human Resource Management (HRM) practices on the performance of employees. The data of this study have been collected from 392 on-the-job operational level employees using survey method who are working at different garment factories in Bangladesh. The collected data are analyzed through structural equation modeling to partial least square method. Th

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Davis, Paul J. "How to realize strategy and build competitive advantage through your people: increase resource heterogeneity; decrease resource mobility." Human Resource Management International Digest 25, no. 4 (2017): 7–9. http://dx.doi.org/10.1108/hrmid-01-2017-0019.

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Purpose The paper aims to provide practical suggestions to practitioners of human resources (HR) that show how employees can be a source of competitive advantage for the firm. Design/methodology/approach This paper is based on earlier research and practical experience. Findings That resource-based theory can be practically applied to HR management to develop employees to be a source of competitive advantage. Practical implications This paper provides HR practitioners with concrete examples to improve practice and work strategically for the benefit of employees and the wider firm. Originality/v

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Blake, Petulia, and Jonathan Gano-an. "ADVANCING SUSTAINABILITY INNOVATION WITHIN THE ORGANIZATIONAL LEARNING SPHERE." JBFEM 3, no. 1 (2020): 23–32. http://dx.doi.org/10.32770/jbfem.vol323-32.

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In light of the fourth industrial revolution, human resources management (HRM) is considered to be an integral part of any competitive organization and it is responsible for shaping organizational behavior and culture. With the increasing awareness of the industrial impact on the environment, sustainability innovation is a vital discourse for scholars, academicians, and practitioners. This work uses literature from diverse schools of thought that explored the role of the human resource discipline in advancing sustainability innovation. This paper also presents a unique model for human resource

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Maleka, Molefe Jonathan, Ilze Swarts, and Magdeline Mmako. "Happiness Index for Human Resource Management Practitioners Associated with the Professional Body." Journal of Economics and Behavioral Studies 10, no. 5(J) (2018): 297–305. http://dx.doi.org/10.22610/jebs.v10i5(j).2518.

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The study explored the perceptions of human resource management (HRM) practitioners in South Africa, using the following happiness dimensions: positive emotions, job-related wellbeing, affective commitment, employee engagement and distributive justice. The research approach was quantitative, and the research design was descriptive and longitudinal (i.e. over a two-year period). The convenience sampling technique was used to select participants. In 2016, the sample size was 204, and in 2017, the sample size was 76. The data were collected at the conventions hosted by the Institute of People Man

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Harrington, Susan, Samantha Warren, and Charlotte Rayner. "Human Resource Management practitioners’ responses to workplace bullying: Cycles of symbolic violence." Organization 22, no. 3 (2013): 368–89. http://dx.doi.org/10.1177/1350508413516175.

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Richey, R. Glenn, Chadwick B. Hilton, Michael G. Harvey, Lauren Skinner Beitelspacher, Mert Tokman, and Miriam Moeller. "Aligning operant resources for global performance: An assessment of supply chain human resource management." Journal of Management & Organization 17, no. 3 (2011): 364–82. http://dx.doi.org/10.1017/s1833367200001528.

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AbstractPurpose:The intent of the paper is to develop the service marketing logic (S-D logic) strategy that is centered on service as a means to differentiate global strategy from those of competitors. The context of the paper is to examine S-D logic in global supply chains. Design/Methodology:The paper is a theory driven conceptual piece.Findings:Globalization emphasizes complex interconnected systems, while S-D logic emphasizes the importance of leveraging operant resources in order to achieve sustainable competitive advantage. Both S-D logic and globalization apply in the supply chain conte

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Richey, R. Glenn, Chadwick B. Hilton, Michael G. Harvey, Lauren Skinner Beitelspacher, Mert Tokman, and Miriam Moeller. "Aligning operant resources for global performance: An assessment of supply chain human resource management." Journal of Management & Organization 17, no. 3 (2011): 364–82. http://dx.doi.org/10.5172/jmo.2011.17.3.364.

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AbstractPurpose:The intent of the paper is to develop the service marketing logic (S-D logic) strategy that is centered on service as a means to differentiate global strategy from those of competitors. The context of the paper is to examine S-D logic in global supply chains. Design/Methodology:The paper is a theory driven conceptual piece.Findings:Globalization emphasizes complex interconnected systems, while S-D logic emphasizes the importance of leveraging operant resources in order to achieve sustainable competitive advantage. Both S-D logic and globalization apply in the supply chain conte

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Prokopenko, Olha, Olha Garafonova, and Hanna Zhosan. "DIGITAL TOOLS IN HUMAN RESOURCE MANAGEMENT: HOW DIGITIZATION AFFECTS PERSONNEL MANAGEMENT." Socio-economic relations in the digital society 4, no. 50 (2023): 84–94. http://dx.doi.org/10.55643/ser.4.50.2023.540.

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This article delves into the dynamic of human resource management (HRM) in the era of digitization, examining the profound influence of digital tools on personnel management practices. Through a meticulous review of literature, theoretical frameworks, and empirical studies, it elucidates the multifaceted impact of digitization on HRM. The study explores how the adoption of digital tools transforms traditional personnel management, addressing key concepts, challenges, and perspectives in the context of digital transformation. Empirical research methods, including surveys, interviews, and focus

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López, Susana Pérez, José Manuel Montes Peón, and Camilo José Vazquez Ordás. "Human Resource Management as a Determining Factor in Organizational Learning." Management Learning 37, no. 2 (2006): 215–39. http://dx.doi.org/10.1177/1350507606063443.

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The role of human resource management in learning organizations has been discussed by a number of researchers. It is suggested that some of the more traditional personnel functions of HR practitioners may be tailored to encourage a focus on learning and thus to help achieve organizational goals. However, there is a lack of empirical studies that explore the relationship between human resource management and organizational learning. This article aims to address this shortcoming. More specifically, the purpose of this article is to analyse the relation between four human resources practices (hir

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Fauzi, Ahmad. "Human Resource Management Dalam Meningkatkan Mutu Dosen PTKIS." At- Ta'lim : Jurnal Pendidikan 4, no. 1 (2018): 21–34. http://dx.doi.org/10.36835/attalim.v4i1.50.

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The existence of Islamic education today, facing various problems ranging from the foundational and operational, and can not be resolved properly. This condition certainly draws a lot of attention among practitioners and managers of Islamic education to be neatly disentangled and can be found the tip of the base. The various problems, in the background by the government's policy on the higher education system by applying at least every course of study, must have six lecturers in accordance with their area of expertise, coupled with the urge to immediately transfer status. This condition on the

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Khan, Muhammad Umair. "Impact of green purchasing and green human resource management on business performance." South Asian Journal of Operations and Logistics 3, no. 1 (2024): 81–94. http://dx.doi.org/10.57044/sajol.2024.3.1.2448.

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This research examines the impact of green human resource management and green purchasing on business efficiency in Pakistani manufacturing organizations. Data from 200 respondents from the manufacturing sector was gathered using the quantitative research method. Green human resource management and green buying were evaluated using three independent criteria. The main role of this research is that it is possible to observe a positive impact of independent variables on organization performance using the random sampling technique, especially in Pakistan manufacturing industries. This research ca

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AL Qahtani, Eman, and Mohammad Alsmairat. "Assisting artificial intelligence adoption drivers in human resources management: a mediation model." Acta logistica 10, no. 1 (2023): 141–50. http://dx.doi.org/10.22306/al.v10i1.371.

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This study investigates the artificial intelligence (AI) adoption drivers and the mediating effects of trust and how the latter influence human resources management (HRM) of the banking sector in Saudi Arabia. A survey-based questionnaire was employed to collect data from 261 practitioners and professionals working in different banks in Saudi Arabia. Partial least squares structural equation modelling (PLS-SEM) was used to analyze data. Significant and positive effects of perceived usefulness and trust on artificial intelligence adoption in human resource management are highlighted by the resu

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Van der Walt, R., and S. J. Van der Walt. "Entrepreneurial training for Human Resource practitioners and potential services rendered to Small Enterprises." Southern African Journal of Entrepreneurship and Small Business Management 1, no. 1 (2008): 21. http://dx.doi.org/10.4102/sajesbm.v1i1.12.

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<p>This article examines to what extent current South African university courses/programmes in Human Resources Management and Industrial Psychology prepare students for a career in entrepreneurship. It is argued that human resources practitioners have much to offer in the line of services and advice to small enterprises on how to succeed. The data of the survey are analysed through a qualitative approach. The findings indicate that entrepreneurship training currently receives limited attention in the training of human resources practitioners and industrial psychologists.</p><p&g

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McBride, P. M., and P. J. Dowling. "Costing Human Resources: A Guide for Personnel Practitioners." Asia Pacific Journal of Human Resources 23, no. 4 (1985): 43–48. http://dx.doi.org/10.1177/103841118502300411.

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Xie, Huirong, and Teck Chai Lau. "Evidence-Based Green Human Resource Management: A Systematic Literature Review." Sustainability 15, no. 14 (2023): 10941. http://dx.doi.org/10.3390/su151410941.

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To better understand the empirical development of green human resource management (GHRM) research and theories and to provide evidence-based suggestions, the article conducts a systematic review of evidence-based studies within the academic field of GHRM. The review follows the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) Protocol 2020 to select GHRM-focused and highly qualified articles, published in the final stage by the end of December 2022 and written in English from the Scopus and Web of Science Core Collection databases. Independent assessments of studies

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Toruan, Tahan Samuel Lumban, Djasa Pinara Gusti, and Bambang Slamet Riyadi. "Human Resource Management of the Army Program in Indonesia." International Journal of Membrane Science and Technology 10, no. 2 (2023): 808–15. http://dx.doi.org/10.15379/ijmst.v10i2.1261.

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This research aims to understand the human resource management in the army and its implication that are very due at the ontological level and sociological level. The problem is very interesting to be analyzed by conducting a systematic literature review on human resource management in the army using science direct database and conduct a qualitative study in an army program in Indonesia. Data were collected through in-depth interview, observation, and documentation in Indonesia. Data were analyzed by using interactive models are data reduction, data display, data verification, and supported by

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Munir, Misbachul, and Mohammad Djaelani. "Information Technology and Repositioning of Human Resource Management Functions." Journal of Social Science Studies (JOS3) 2, no. 2 (2022): 50–55. http://dx.doi.org/10.56348/jos3.v2i2.28.

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Technological developments have an impact on business development. Almost all business functions must make changes to anticipate them. This fact becomes a challenge for business practitioners and academics who study management science. A concrete example that shows the impact of technological advances on the business world is the development of VoIP (Voice Over Internet Protocol). In response to this, business transformation is an urgent thing to do. Advances in information technology have an impact on changing business organizations from a hierarchical business organization to a leaner busine

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