Relevant bibliographies by topics / HRM (Human Resource Management)

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'HRM (Human Resource Management)'

Author: Grafiati
Published: 4 June 2021
Last updated: 28 January 2023

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Journal articles on the topic "HRM (Human Resource Management)"

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Shafaei, Azadeh, Mehran Nejati, and Yusmani Mohd Yusoff. "Green human resource management." International Journal of Manpower 41, no. 7 (June 18, 2020): 1041–60. http://dx.doi.org/10.1108/ijm-08-2019-0406.

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PurposeThe study aimed to provide insights on antecedent and outcome of green HRM at the organisational level and the outcome of green HRM at the individual level. It also sought to examine the mechanism through which green HRM would lead to employees’ positive outcome.Design/methodology/approachA quantitative study design using a two-study approach was employed to collect and analyse the data. For study 1, 206 hotels from Malaysia were included in analysis at the organisational level, while in study 2 at the individual level, 508 employees from different sectors provided insights through an online questionnaire. For both studies, partial least squares (PLS–SEM) was used to assess the research model.FindingsAll the proposed hypotheses were supported. Specifically, at the organisational level, organisational environmental culture is positively related to green HRM, and green HRM management positively associates with organisation's environmental performance. At the individual level, green HRM positively influences employees' job satisfaction, and meaningfulness through work is a strong mediator in this relationship.Originality/valueThis study is significant as it contributes to both theory and practice by providing fresh insights on green HRM and its antecedent and outcomes at two levels (organisational and individual) and across two economies (emerging and developed). It also sheds some light on the outcome of green HRM at the employee level which is an area that is still under-researched. By focusing on meaningfulness through work as an important factor, the study contributes to better understanding of green HRM and employees’ positive outcomes.
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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 (June 13, 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 follows a systematic literature review approach. The selected journal articles are categorized on the basis of five focus areas in the Green HRM derived from the extant literature. Findings Research has grown significantly over the past 12 years that has focused on Green HRM. A total of 70 articles were reviewed and most of these articles employed quantitative method and were carried out in developing countries. Based on the five focus areas identified in this literature review, the performance outcome of Green HRM at both the organizational level and individual level received the greatest attention from the researchers. Research limitations/implications This paper is limited to a review of academic articles obtainable from online databases, containing the words “Green human resource management”, “Green HRM”, “Green human resource”, “Environmental HRM”, “Green training” and “Environmental training” in the title. Additionally, only papers from high quality, peer-reviewed journals were evaluated. Other academic sources such as books and conference papers were not included in this study. Originality/value The paper presents a structural overview of 70 peer-reviewed articles published in leading academic journals from 2007 until early 2019. This review provides an increased understanding of the existing state of current research, trends and future research directions in the Green HRM discipline.
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Soman, Dilip. "Human Resource Management: For Humans." NHRD Network Journal 14, no. 2 (February 14, 2021): 173–85. http://dx.doi.org/10.1177/2631454120982115.

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Marketing departments, governments and policymakers all around the world have increasingly started embracing the field of behavioural sciences in improving the design of products and services, enhancing communications, improving managerial decision-making, encouraging desired behaviour by stakeholders and, more generally, creating a human-centric marketplace. Within organisations, the human resources management (HRM) function is perhaps the one place that acknowledges that humans are central to the organisation’s success, so it is critical that HRM too actively embraces the insights and methods of behavioural sciences. In this article, I provide an overview of the behavioural sciences, discuss how HRM can benefit from an in-depth knowledge of the science and illustrate specific examples from recruitment processes, training and communications, incentive design, employee-oriented processes, and diversity and inclusion initiatives that could benefit from evidence from behavioural sciences.
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Ahn, Ji-Young, and Ellyn Jenica Avila. "An exploration of research clusters of sustainable human resource management." Problems and Perspectives in Management 20, no. 2 (April 26, 2022): 84–95. http://dx.doi.org/10.21511/ppm.20(2).2022.08.

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Sustainable human resource management has gained significant attention and importance over the past years. The present paper aims to review the sustainable HRM literature by identifying the existing research clusters relating to the field and analyzing the common themes per cluster to organize the intellectual base on the topic and identify possible research gaps. There has been a consistent increase in research publications since 2017. The cluster analysis conducted in the present study presented the current state of research per type of sustainable HRM, with over 60% of studies relating to green HRM. General sustainable HRM follows this with 27% and socially responsible HRM – with 11%. In addition, the review sample extracted from the Scopus database showed how sustainable HRM involved CSR, sustainable development, environmental management, and supply chain management.Moreover, it showed how it could be linked with other disciplines, different contextual variables, and possibilities for cross-disciplinary studies. Furthermore, the results show that much research has concentrated on the green HRM cluster, followed by general sustainable and socially responsible HRM clusters. This paper provided an opportunity to see in a comprehensive way what research is being done per cluster and find the possible research gaps in the current body of literature.
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Chauhan, Dr Pravinsinh R. "Functions of Human Resource Management and emerging changes in HRM." Paripex - Indian Journal Of Research 3, no. 7 (January 1, 2012): 1–3. http://dx.doi.org/10.15373/22501991/july2014/42.

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Begin, James P. "Comparative human resource management (HRM):." International Journal of Human Resource Management 3, no. 3 (December 1992): 379–408. http://dx.doi.org/10.1080/09585199200000156.

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Gede Riana, I., Gede Suparna, I. Gusti Made Suwandana, Sebastian Kot, and Ismi Rajiani. "Human resource management in promoting innovation and organizational performance." Problems and Perspectives in Management 18, no. 1 (February 12, 2020): 107–18. http://dx.doi.org/10.21511/ppm.18(1).2020.10.

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Human resource management (HRM) is one of the elements enabling an organization to remain competitive in turbulence conditions. The effective practice of HRM makes competent and innovative employees contributing to the achievement of organizational objectives. This study aims to analyze HRM practices in creating innovation and organizational performance. The questionnaire was used to measure the respondents’ perceptions of variables used by a Likert scale. A survey of 126 manager samples and middle managers at export-oriented short and medium enterprises (SMEs) in Bali, Indonesia, was conducted to test the model. The analysis has shown that the proposed model was proven to be compliant with the research hypotheses. HRM significantly affects organizational performance and innovation, and it was found out that innovation can improve organizational performance. However, in the process of simultaneous testing, it was found out that innovation cannot improve organizational performance. The lack of attention to investments in human resources became one of the barriers to SMEs in creating innovation.
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Gani, Raashidah, and Darakhshan Anjum. "e- Human Resource Management (e-HRM)." International Journal of Emerging Research in Management and Technology 6, no. 6 (June 29, 2018): 184. http://dx.doi.org/10.23956/ijermt.v6i6.266.

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e- HRM is a wide term which integrates Information Technology (IT) with Human Resource Management (HRM). It mainly focuses on the goals of the managers and employees of a company. e- HRM is the process of transmission of digitalized Human Resource information. e- HRM is a technique of executing Human Resource (HR) plans, policies, and practices in an organization. In the present times, a number of organizations have replaced Human Resource Management activities with e- HRM in their business. The process of e- HRM has played an efficient role in increasing the overall Human Resource capabilities of management. This research paper elaborates on e-HRM in detail on the following aspects: Introduction of e-HRM, Scope of e-HRM, functions of e-HRM, objectives of e- HRM, outcomes of e- HRM. This paper is an attempt to study the e-HRM and its various aspects.
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Richman, Nicole. "Human Resource Management and Human Resource Development: Evolution and Contributions." Creighton Journal of Interdisciplinary Leadership 1, no. 2 (November 16, 2015): 120. http://dx.doi.org/10.17062/cjil.v1i2.19.

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<p>Research agrees that a high performance organization (HPO) cannot exist without an elevated value placed on human resource management (HRM) and human resource development (HRD). However, a complementary pairing of HRM and HRD has not always existed. The evolution of HRD from its roots in human knowledge transference to HRM and present day HRD activities reveals that environmental, social, and political influences have escalated the need for organizations to focus employee development in the areas of flexibility, innovation, and capability. The following review illustrates the importance of HRM and HRD to organizational leadership. Furthermore, the research examined builds a close association betwee HPO and the skills transferred through an effective collaboration of HRM and HRD activities.</p><div> </div>
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Khdour, Naser, Ahmad Samed Al-Adwan, Anas Alsoud, and Jamal Ahmed Al-Douri. "Human resource management practices and total quality management in insurance companies: Evidence from Jordan." Problems and Perspectives in Management 19, no. 1 (March 29, 2021): 432–44. http://dx.doi.org/10.21511/ppm.19(1).2021.36.

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This study aims to extend the argument about the association between HRM and Total Quality Management (TQM) in insurance companies in Jordan. It is argued that the consideration of TQM can be supported in terms of configuration as an effect of Human Resource Management (HRM) in the presence or absence of other HRM practices. Data for this study were collected from 24 insurance companies listed on the Amman Stock Exchange and 342 employees. PLS-SEM was used to analyze the data collected through path analysis. Structural equation modeling was used to examine a causal relationship between the variables. The overall effect of HRM on TQM was explored to improve quality orientation and people criteria in insurance companies. The findings have indicated a significant and positive effect of teamwork, staffing, performance appraisals, and compensation on TQM. However, training and development have a negative, but significant impact on TQM. In addition, TQM significantly and positively affects the HRM of an organization. Performance was also positively and significantly affected by HRM. TQM is an important factor of HRM in insurance companies. AcknowledgmentThe authors are very thankful to all the associated personnel in any reference that contributed to the purpose of this study.
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Dissertations / Theses on the topic "HRM (Human Resource Management)"

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Zisiadis, Miltiadis. "Human Resource Management with Information Technology: A Systematic Literature Review." Thesis, Umeå universitet, Institutionen för informatik, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-105023.

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Information Technology (IT) systems have greatly impacted organizations and HumanResource Management (HRM) is no exception. In this context, IT is often introduced withthe rationale that it could offer benefits such as cost reduction, time savings and strategictransformation. Many organizations have invested in e-HRM systems in hope oftransforming the Human Resource department (HR) into a strategic ally. Extant research,however, shows that many organizations fail to achieve intended effects from their ITinvestments and as result beliefs around the strategic value of e-HRM vary. This thesisaims to critically examine the link between e-HRM investments and strategic value. To thisend, we ask the following research question: “why does E-HRM systems fail to effectuate astrategic transformation of the HR department given their perceived capabilities to thecontrary? “. To answer this question we conducted a systematic literature review of e-HRMresearch published between 2009-2014. The review focused on perceptions about e-HRMsystems within organizations and sought to unearth how perceptions shape the route of ITimplementation towards a strategy outcome. Our findings indicate that the majority of thestudies are not guided by a leading theoretical paradigm. Furthermore strategic barrierssuch as implementation problems and limited use of the system that does not reflect itspotential are identified and discussed. By examining some common factors that have beenidentified to shape the translation of e-HRM systems from initial perception to actualizeduse we lay the foundation for more nuanced theorizing of HRM use within contemporaryorganizations.
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Mayrhofer, Wolfgang, Paul N. Gooderham, and Chris Brewster. "Context and HRM: Theory, Evidence, and Proposals." Taylor & Francis, 2019. http://dx.doi.org/10.1080/00208825.2019.1646486.

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Human resource management (HRM) has paid insufficient attention to the impact of context. In this article, we outline the need for HRM to take full account of context, particularly national context, and to use both cultural theories and, particularly, institutional theories to do that. We use research publications that utilize the Cranet data to show how that can be done. From that evidence, we develop a series of proposals for further context-based research in HRM.
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MUGERWA, EDWARD. "HRM to E-HRM : Change in Human Resource Management; effect to social sustainability." Thesis, Umeå universitet, Företagsekonomi, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-174681.

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Problem:Many businesses today, based on the stakeholder’s theory, suggest thatsustainability can only be achieved through the fulfillment of the stakeholder’s in-terests. These interests are centered around adding value to the stakeholders forexample; shareholders in terms of increased dividends. The value in form of profitmaximization, which suppresses the need for other pillars of sustainability to prevail.In this thesis, an argument is presented that a balance should be achieved in all threepillars of. The economic, social and environmental sustainability. It further arguesthat the shift fromH.R.Mtoe−H.R.Mis crucial for innovations and inventions,focused on the development of such technologies, that bolster social sustainability.However, any change may have to put into consideration the company or organiza-tion’s size, this is because somee−H.R.Mtools might not be efficient and effectivefor small-size companies as defined in the report. Purpose:The purpose of this study is to add insight to the concept ofe−H.R.M, and further explore to which extent ise−H.R.Ma driver towards social sus-tainability, reflecting onthe downside of the change which such sustainability mightcreate. Method:Data collection was through interviews. Three managers, two C.E.Os anda former employee from three companies were involved. The interviews were con-ducted via telephone that lasted between30to40minutes. However, a face-to-facefollow up interview was conducted for one of the participants. All interviews wererecorded with the consent of the participants and later transcribed and analysed. Results:The interviewees agreed thate−H.R.Mtools and strategies helped tocreate harmony at work and simplified communication, training and aided the per-formance and appraisal process of employees, which is used during the incentivesprocess, a form of motivation in the organisation. Conclusion:The conclusion from this study is that,e−H.R.Mis a good changefromH.R.Mand that it plays a big role in organizational social sustainability. Abalance should, however, be gained to also put into consideration other pillars. Thestudy contradicts the stakeholders’ theory that only focuses on the economic part ofsustainability through profit maximization, favorable for functional markets alone.
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Sritharakumar, Sinnathamby. "Human resources information system (HRIS)-enabled human resource management (HRM) performance : a business process management (BPM) perspective." Thesis, University of Salford, 2016. http://usir.salford.ac.uk/38034/.

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It is widely accepted that business process management (BPM), a contemporary management approach that focuses on managing overall business processes within an organization to accomplish the organizational goal, relies on modern information and communication technology (ICT) systems. Although there are plenty of academic discussions available on BPM and the firm performance relationship, the literature does not provide constructive information on how the adoption of ICT impacts the BPM performance. Therefore, this study creates an awareness of the contribution of ICT to BPM by analyzing the linkage between impacts of human resource information systems (HRIS) on human resource management (HRM) performance. A conceptual model was developed with strong theoretical background by incorporating the works informed by Lee et al. (2012) and Paauwe and Richardson (1997) to test several hypotheses. In this research, the target population is human resources professionals who have access to HRIS within their organizations in a Canadian context. Since this study has a wide range of data distribution that tries to measure the strength of relationship between a HRIS-enabled HR practices and the HRM performance, this study adopts Kendall’s tau-b correlation, one of the best approaches to measure the strength of the relationship. The important findings of this study are that HRIS-enabled HR transactional, traditional and transformational practices, when implemented appropriately, significantly impact the HRM performance. Specifically, this study confirms that HRIS-enabled HR traditional management practices such as performance management, rewards, career development and communication predominantly significantly impact the HRM performance. In other words, this study specifically encourages an organization to adopt comprehensive performance management systems (PMS), an important component of HRIS, to manage their employees effectively.
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Channa, Khalil Ahmed. "Exploration of the influence of social position on HRM adoption : a case of HRM in Pakistan." Thesis, University of Edinburgh, 2016. http://hdl.handle.net/1842/22022.

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This thesis explores human resource management (HRM) adoption by investigating the influence of multiple HRM actors’ social position, capital resource(s) exchange mechanism, dispositions, social classes, habitus, social expectation, and national and global environmental factors. The objectives of this thesis were achieved through systematically conducting three different studies for the thesis. The first study was carried out to gain insight into the influence of social position on HRM academics’ adoption. The major contribution of this study was a theorising model on HRM academics’ adoption. It shows which capital resource is very sought after and how it plays a role in developing HRM academics’ dispositions, which in turn provides them with the drive and motivation to adopt western HRM ideas and knowledge. The second study was carried out to gain insight into the mechanism and formation of capital resource(s) exchange that influences HRM practitioners to adopt western HRM ideas, knowledge, and practices. The main contribution of this study comprised empirical insights into the importance and role of social class (élite and emerging class); habitus and socialisation (primary and secondary socialisation) as developers and controllers of the mechanism of capital resource(s) exchange; and formation of social position. The third study investigated a gap between accepted (adopted) HRM ideas and knowledge, and actual HRM practices. The major contribution of this study was its theorising on the factors that influence this gap. It explored the influences of conflicting factors such as actors’ professional and occupational orientation and position, social position, and social expectation, which develop the gap. This thesis adopted a qualitative abductive research approach. It conducted qualitative indepth interviews with 19 HRM academics, 15 MBA-Alumni HRM practitioners, and 10 non-MBA-Alumni HRM practitioners. Qualitative observation in two business schools and five business organisations in multiple industries was carried out to enrich the data collection. This thesis contributes to the existing body of knowledge by providing insights into individual actors’ level HRM adoption, which is an underexplored area in Pakistan and similar developing countries. By employing theoretical and analytical tools based on Bourdieu’s theory of practices and social position, Rogers’s and Tarde’s theorising of adoption, and findings of empirical studies of macro institutions, cultural sensitive views, and institutional factors’ framework in the diffusion of HRM, this thesis explored, examined, and theorised HRM adoption at different individual actors’ level in business organisations and business schools in Pakistan. In that respect, this thesis theoretically contributes to Bourdieu’s theory and its unique use in international HRM, organisation studies, and management research. This thesis empirically contributes to the understanding of management and think tanks in business schools, business organisations, educators, HRM practitioners, and relevant government and regulatory bodies who can benefit from the findings of this research by understanding the different factors and social structures affecting western HRM’s effectiveness and its applications. It also suggests to these stakeholders the factors that affect individuals’ and employees’ adoption of western HRM and western management ideas, knowledge, and practices; any change in strategies, policies, and procedures; and problems in their implementation.
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Dear, Brian. "The management of people at work strategy, HRM, discourse /." Thesis, Online version, 1997. http://ethos.bl.uk/OrderDetails.do?did=1&uin=uk.bl.ethos.388143.

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Erras, Michael. "HRM and organisational performance : an attempt to open the black box." Thesis, University of Strathclyde, 2002. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=25327.

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Over the last decade, much research has been conducted in the field of HRM and its association with organisational performance. Encouraged by substantial positive evidence for statistical associations between sophisticated HRM practices and enhanced organisational performance, HRM researchers have become more assertive in their claims that HRM contributes to performance. However, most of the research is based on questionnaire surveys and still leaves key questions unanswered, in particular by which processes HRM contributes to performance. This lack of knowledge about the processes involved in the HRM-performance relationship is referred to as 'black box'. It is the focus of this thesis to attempt to open this 'black box'. A qualitative case study methodology was adopted and the Glasgow four-star hotel sector chosen as a field of enquiry. This choice allowed for a standardisation of factors that might influence the degree of sophistication of HRM and its impact on performance, i.e. regional differences in terms of product and labour markets, capital intensity and unionisation. Four out of seven eligible hotels participated in the research. The cognitions of managerial respondents from different levels (i.e. general managers, HR managers and line managers) formed the basis of the research. Interviews with these respondents were analysed using a causal mapping method. Detailed quantitative secondary data enabled an investigation of the economic context and demonstrated that organisational performance is influenced by the economic context. It is argued that the appropriate level of analysis is the operational departments where HRM is applied by line managers in a way not necessarily in accordance with formal policy. On this level, HRM has demonstrated both direct effects on the achievement of departmental performance indicators and indirect effects through employee outcomes.
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Jonsson, Emilia, and Zant Christopher Van. "Att Dela på HRM : Human Resource Management mellan Bemanningsföretag, Kundorganisation och Konsult." Thesis, Linköpings universitet, Företagsekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-85798.

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Background and Problem definition: Atypical employment is something that has becomeincreasingly common in recent decades, these are defined as positions where no relationship is of thetraditional type in which the employee has a long term relationship with the employer and where hecarries out his work at the premises of the employer. These atypical employments can take variousforms, it can be fixed term contracts, project work or jobs in employment agencies and so on. Thestaffing sector in Sweden has grown rapidly since the 90s, and since international research shows thatthe three-way relationship arising from the use of staffing agencies may lead to challenges in differentparts of HRM, we have chosen to study this topic. Aim: The purpose of this paper is to describe and understand how HRM is handled in atypicalemployment relationships.Method: The epistemological starting point for this work is hermeneutics, as a result of this theresearch approach is qualitative and inspired by abduction. The authors have chosen to carry out thework as a case study of three primary cases, each one consisting of an employment agency, a clientorganization and an employee. The analysis is based on the hermeneutics principles of interpretationand concentration of meaning. Results: What emerged as central to how HRM is handled are the interdependencies that existbetween the business environment and the strategies of the firm, how they affect different parts ofHRM and how participation and liminality have an impact on the three-way relationship.Keywords: HRM, atypical employment, staffing agencies, three-way relationship and strategy.
Bakgrund och Problematisering: Atypiska anställningsförhållanden är något som har blivit meroch mer vanligt förekommande de senaste decennierna, dessa definieras som anställningar där interelationen är av den traditionella typen där den anställde har en långsiktig relation med arbetsgivarenoch där denne utför sitt arbete på plats hos arbetsgivaren. Dessa atypiska anställningsförhållanden kanta sig olika uttryck, det kan vara olika visstidsanställningar, arbete i projektform eller anställningar ibemanningsföretag och så vidare. Bemanningsbranschen i Sverige har vuxit i snabb takt sedan 90-talet, och då internationell forskning visar på att det trepartsförhållande som uppstår vid användandetav bemanningsföretag kan leda till utmaningar när det gäller olika delar av HRM har vi valt dettaämne att studera. Syfte: Syftet med detta arbete är att beskriva och förstå hur HRM hanteras i atypiskaanställningsförhållanden.Metod: Den epistemologiska utgångspunkten för detta arbete är hermeneutiken, som en följd avdetta är forskningsansatsen kvalitativ och inspirerad av abduktion. Författarna har valt att genomföraarbetet som en fallstudie bestående av tre primärfall som var och ett består av ett bemanningsföretag,en kundorganisation och en anställd. Analysen bygger på hermeneutikens tolkningsprinciper ochmeningskoncentrering. Resultat: Det som framkommit som centralt för hur HRM hanteras är de ömsesidigaberoendeförhållanden som föreligger mellan företagens förutsättningar och strategier, hur dessapåverkar olika delar av HRM och hur delaktighet och liminalitet har inverkan på trepartsförhållandet.Sökord: HRM, atypiska anställningsförhållanden, bemanningsföretag, trepartsförhållande och strategi.
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Hur, Yongbeom. "ORGANIZATIONAL PERFORMANCE, TURNOVER, AND HUMAN RESOURCE MANAGEMENT: FOCUSING ON MUNICIPAL POLICE SERVICES." Lexington, Ky. : [University of Kentucky Libraries], 2007. http://lib.uky.edu/ETD/ukypaud2007d00576/ETD.pdf.

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Thesis (Ph. D.)--University of Kentucky, 2007.
Title from document title page (viewed on June 12, 2007). Document formatted into pages; contains: viii, 222 p. : ill. Includes abstract and vita. Includes bibliographical references (p. 205-219).
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Sozer, Seray. "An Evaluation Of Current Human Resource Management Practices In The Turkish Private Sector." Master's thesis, METU, 2004. http://etd.lib.metu.edu.tr/upload/12605640/index.pdf.

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This study explored human resource management (HRM) functions of 200 work organizations operating in Turkey using a questionnaire. The participating organizations were the members of either the Personnel Managers Association or the Quality Association in Turkey. Job analysis and design, recruitment and selection, orientation and employee training, performance appraisal, career planning and development, human resource planning, compensation management and incentives, managing employee health and safety were among the fields that were examined. In addition to the prevalent HRM functions, the profile of Human Resource Departments of the organizations (i.e., title, size, number of hierarchical levels, etc.), the characteristics of HRM managers (education, age, gender, experience, etc.) were also examined. For example, it was found that the departments operating in field of HRM were named Human Resource Department in 59.5% of the organizations in the sample. Moreover, the results indicated that the main HRM areas practiced by the private sector organizations operating in Turkey were personnel selection, employee recruitment, training and development, compensation management, and employee orientation. Nevertheless, the other essential functions of HRM, such as job analysis, human resource planning and career planning, and development were not practiced as frequently. Whether those functions were frequently practiced or not, each of them was further analysed in terms their specific applications. Another aim of the present study was to compare the practices of HRM in Turkey with its applications in the world. For instance, the results demonstrated that recruiting via internet was practiced frequently in the surveyed organizations and in the US companies. The present study also revealed that personnel selection methods, such as interviews, were popular among surveyed organizations and organizations in Eastern European countries, England, and the US.
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Books on the topic "HRM (Human Resource Management)"

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Armstrong, Michael. The reality of strategic HRM. London: Institute of Personnel and Development, 1994.

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Betcherman, Gordon. HRM trends in the wood sector: Results of the human resource practices survey. Kingston, Ont: Industrial Relations centre, Queen's University, 1993.

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1966-, Torres-Coronas Teresa, and Arias-Oliva Mario 1968-, eds. Encyclopedia of human resources information systems: Challenges in e-HRM. Hershey, PA: Information Science Reference, 2008.

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E, Kidwell Roland, ed. HRM from A-Z: Critical questions asked & answered. Boston: McGraw-Hill/Irwin, 2001.

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Schwind, Hermann F. Canadian Human Resource Management: A Strategic Approach. 6th ed. Toronto, Canada: McGraw-Hill Ryerson, 2010.

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Human resources management tools: Guidelines for upgrading your HRM/HRIS capabilities. Tucson, AZ: Bidniss Books, 1988.

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McMullen, Kathryn Elizabeth. HRM trends in the business services sector: Results of the human resource practices survey. Kingston, Ont: Industrial Relations centre, Queen's Unversity, 1993.

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Diversiteit als uitdaging: De zin en onzin van divers talent. Amsterdam: Boom, 2010.

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McMullen, Kathryn Elizabeth. HRM trends in the fabricated metal products sector: Results of the human resource practice survey. Kingston, Ont: Industrial Relations Centre, Queen's University, 1993.

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Taalwerkplaats, ed. Maak van je bedrijf een toporganisatie!: De vijf pijlers voor het creëren van een high performance organisatie. Culemborg: Van Duuren Management, 2008.

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Book chapters on the topic "HRM (Human Resource Management)"

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Fryer, Mick. "HRM." In Human Resource Management, 98–116. Second edition. | Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781315299556-5.

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Rowold, Jens. "HRM Controlling." In Human Resource Management, 207–15. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-39152-1_19.

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Bormann, Kai C. "Strategisches HRM." In Human Resource Management, 15–24. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-39152-1_3.

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Bratton, John, and Jeff Gold. "International HRM." In Human Resource Management, 500–529. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-1-137-00095-8_15.

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Brewster, Chris, and Wolfgang Mayrhofer. "Comparative HRM." In Human Resource Management, 358–77. Second edition. | Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781315299556-18.

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Paauwe, Jaap, and Corine Boon. "Strategic HRM." In Human Resource Management, 49–73. Second edition. | Abingdon, Oxon ; New York, NY : Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9781315299556-3.

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Kramar, Robin. "Sustainable HRM." In Human Resource Management, 379–98. London: Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-52163-7_17.

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Burchill, Frank, and Alice Casey. "The HRM Debate." In Human Resource Management, 21–42. London: Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24806-3_2.

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Rowold, Jens. "Berufsbilder des HRM." In Human Resource Management, 1–3. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-39152-1_1.

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Rowold, Jens. "Menschenbilder des HRM." In Human Resource Management, 5–13. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-39152-1_2.

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Conference papers on the topic "HRM (Human Resource Management)"

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Kittivaraporn, Jesada, Jirat Chokdeeanan, Teerapong Yaophrukchai, and Thanwadee T. Sunetnanta. "HRM portal: Human resource management portal." In 2014 Third ICT International Student Project Conference (ICT-ISPC). IEEE, 2014. http://dx.doi.org/10.1109/ict-ispc.2014.6923246.

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Berber, Nemanja, Agneš Slavić, Dimitrije Gašić, and Marko Aleksić. "The Development of Human Resource Management in Serbia in the Light of Cranet Research 2021." In 27th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2022. http://dx.doi.org/10.46541/978-86-7233-406-7_226.

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Human resource management (HRM) is becoming more and more important in contemporary business. As the process of managing organizations’ most valuable assets, human capital, HRM needs to answer to all challenges that are arising in the internal and external business environment to achieve its goal, to attract, motivate, and retain employees. New challenges related to changes in the labor market, globalization, digital transformation, health risks due to the Covid-19 pandemic, economic and political issues, and many others, require that organizations possess a specific and well-developed process of HRM to manage their employees adequately. It is important to investigate the level of HRM in an organization to get familiar with the actual state of HRM practice and to explore areas for improvement. The main aim of this paper is to analyze the main indicators of HRM function in organizations in Serbia, to determine the actual state and the level of development. The methodology of the research obtains analysis of available literature and empirical data gathered during the new round of global Cranet research, in which Serbia participate. The data were collected in 2021, and the sample consists of 106 companies in Serbia. The authors investigated some of the main indicators of HRM, related to the number of employed people in an HR department, the existence of HR and related strategies, strategic HRM, usage of IT tools in HRM, etc. In the end, the results from Cranet data for Serbia were compared to present values of certain indicators at the regional and global levels.
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Novo Melo, Pedro, and Carolina Machado. "E-HRM: CHANGES AND CHALLENGES FOR HUMAN RESOURCE MANAGEMENT." In 15th International Technology, Education and Development Conference. IATED, 2021. http://dx.doi.org/10.21125/inted.2021.0590.

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Karaman, Ömer Faruk. "Human Resource Management Problems in Turkish Business in Bishkek." In International Conference on Eurasian Economies. Eurasian Economists Association, 2015. http://dx.doi.org/10.36880/c06.01423.

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Human Resource Management of the basic concepts of this study, applications, functions, International Human Resources Development of management, the impact of globalization, showing the current location and activities in Kyrgyzstan aimed to determine international firms HRM issues. These problems have been introduced as a result of business manager one to one meeting with. Selected businesses are based in Turkey. The reason are Turkish companies seeking to operate in Kyrgyzstan. Especially in recent years, bilateral relations between Kyrgyzstan and Turkey are developing. Proliferation of Turkish investors in Bishkek also increases the importance of this research. This study may guide the Turkish businessmen in Bishkek.
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Fedorova, Alena, Olga Koropets, and Mauro Gatti. "Digitalization of human resource management practices and its impact on employees’ well-being." In Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.075.

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Purpose – the purpose of the article is assessing the impact of the processes of the labor activity digitalization on employees’ well-being that have not yet received sufficient attention in HRM research and practice. The causal relationship between the digital transformation of the HRM practices and employees’ well-being is examined in the paper. Research methodology – the research methodology involves the analysis of data obtained by means of sociological surveys, narrative and content analysis. Additionally, the case study method allows us to explore the problem in detail using the example of the largest Russian university. Findings – the results of our study identify the problematic issues resulting from expanding the practice of applying digital technologies in HRM system, proving the negative impact of digitalization processes on employee well-being (along with positive effects), and, therefore, the need to develop management solutions aimed at preserving well-being in the workplace. Research limitations – the limitations of this pilot research are primarily due to the insufficient sample size that will be overcome in the future annual monitoring study. Practical implications – searching for new management decisions and models aimed at prevention of worsening wellbeing at work in organizations that introduce digital technology. Originality/Value – the novelty of this study consists in examining the HRM digitalization process in the context of social pollution of the labor sphere
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Vardarlıer, Pelin. "Social Media Use At Human Resource Management: The Hrm Performance Effect." In ISMC 2017 13th International Strategic Management Conference. Cognitive-Crcs, 2017. http://dx.doi.org/10.15405/epsbs.2017.12.02.11.

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Handayani, Dessy, Nurnilam Sarumaha, Eduward Purba, Maria Magdalena, and Musa Pangkey. "Spiritual Development of Human Resource Management (HRM) in 5G Technology Era." In International Conference on Theology, Humanities, and Christian Education (ICONTHCE 2021). Paris, France: Atlantis Press, 2022. http://dx.doi.org/10.2991/assehr.k.220702.030.

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Dissanayake, Kumudinei. "HRM Practices of Women’s Microenterprises in A Developed Economy Context: A Few Case Studies." In International Conference on Research in Human Resource Management. Acavent, 2019. http://dx.doi.org/10.33422/icrhrm.2019.03.99.

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Adam, Abdul-Kahar. "Challenges Of Jobs Availability For Graduate Students’ Of Human Resource Management (Hrm)." In AIMC 2018 - Asia International Multidisciplinary Conference. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.05.02.11.

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Riivari, Elina, Tommi Auvinen, and Juhani Merilehto. "HR scenario game: Learning human resource management in a virtual environment." In Seventh International Conference on Higher Education Advances. Valencia: Universitat Politècnica de València, 2021. http://dx.doi.org/10.4995/head21.2021.13064.

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This paper introduces a computer-based online scenario game that was developed to enhance the learning of human resource management (HRM) in an undergraduate course at a business school in Finland. What makes this game unique is that students played an important and active role in developing the game in collaboration with lecturers. Our findings show that the game enhances learning, interaction, and collaboration among students. We discuss how computer-based games and their development in collaboration with students can be used as a means for learning and improving working-life skills in higher education.
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Reports on the topic "HRM (Human Resource Management)"

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Bloom, Nicholas, and John Van Reenen. Human Resource Management and Productivity. Cambridge, MA: National Bureau of Economic Research, May 2010. http://dx.doi.org/10.3386/w16019.

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de Carvalho, Antonio Geldson, Charles Calomiris, and Joao Amaro de Matos. Venture Capital as Human Resource Management. Cambridge, MA: National Bureau of Economic Research, May 2005. http://dx.doi.org/10.3386/w11350.

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DEFENSE LOGISTICS AGENCY ALEXANDRIA VA. Total Quality Management Implementing Plan for Human Resource Management. Fort Belvoir, VA: Defense Technical Information Center, April 1989. http://dx.doi.org/10.21236/ada212915.

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Ichniowski, Casey, Kathryn Shaw, and Giovanna Prennushi. The Effects of Human Resource Management Practices on Productivity. Cambridge, MA: National Bureau of Economic Research, November 1995. http://dx.doi.org/10.3386/w5333.

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Abowd, John, George Milkovich, and John Hannon. The Effects of Human Resource Management Decisions on Shareholder Value. Cambridge, MA: National Bureau of Economic Research, October 1989. http://dx.doi.org/10.3386/w3148.

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Ichniowski, Casey. Human Resource Management Systems and the Performance of U.S. Manufacturing Businesses. Cambridge, MA: National Bureau of Economic Research, September 1990. http://dx.doi.org/10.3386/w3449.

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Bartel, Ann. Human Resource Management and Performance in the Service Sector: The Case of Bank Branches. Cambridge, MA: National Bureau of Economic Research, January 2000. http://dx.doi.org/10.3386/w7467.

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Pepper, Susan E., and Katherine M. Bachner. International Conference on Human Resource Development for Nuclear Power Programmes: Strategies for Education and Training, Networking and Knowledge Management. Office of Scientific and Technical Information (OSTI), June 2014. http://dx.doi.org/10.2172/1148882.

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Griffin, Katherine. Does Gender Matter? Human Elephant Conflict in Sri Lanka: A Gendered Analysis of Human Elephant Conflict and Natural Resource Management in a Rural Sri Lankan Village. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.2530.

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Bridges, Todd, Jeffrey King, Johnathan Simm, Michael Beck, Georganna Collins, Quirijn Lodder, and Ram Mohan. International Guidelines on Natural and Nature-Based Features for Flood Risk Management. Engineer Research and Development Center (U.S.), September 2021. http://dx.doi.org/10.21079/11681/41946.

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To deliver infrastructure that sustain our communities, economy, and environment, we must innovate, modernize, and even revolutionize our approach to infrastructure development. Change takes courage, but as one starts down the path of innovation, what was once novel becomes more familiar, more established. The U.S. Army Corps of Engineers (USACE) is walking this path with our partners through the Engineering With Nature (EWN) Initiative, integrating human engineering with natural systems. The International Guidelines on Natural and Nature-Based Features for Flood Risk Management are the next step toward revolutionary infrastructure development—a set of real-world guidelines to help familiarize us with what was once novel. USACE and collaborators around the world have been building, learning, and documenting the best practices for constructing Natural and Nature-Based Features (NNBF) for decades. The consolidation of these lessons into a single guidance document gives decision-makers and practitioners a much-needed resource to pursue, consider, and apply NNBF for flood risk management while expanding value through infrastructure. Relationships and partnerships are vital ingredients for innovation and progress. The NNBF Guidelines was achieved because of the strong relationships in the nature-based engineering community. The magnitude and diversity of contributors to the NNBF Guidelines have resulted in a robust resource that provides value beyond a single agency, sector, or nation. Similarly, the work of incorporating NNBF into projects will require us to strengthen our relationships across organizations, mandates, and missions to achieve resilient communities. I hope you are inspired by the collaborative achievement of the NNBF Guidelines and will draw from this resource to develop innovative solutions to current and future flood risk management challenges. There is a lot we can achieve together along the path of revolutionary infrastructure development.
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