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Journal articles on the topic 'Human resource management'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Bhesaniya, Dr Kishor V., A. R. Sakhida A. R. Sakhida, and C. C. Gediwala C. C. Gediwala. "Human Resource Management New Dimantion." International Journal of Scientific Research 1, no. 1 (2012): 4–6. http://dx.doi.org/10.15373/22778179/jun2012/2.

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2

Talluri, Sampath. "Human Resource Management with IAM." International Journal of Science and Research (IJSR) 11, no. 11 (2022): 1496–501. http://dx.doi.org/10.21275/sr231204082334.

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3

Oluwatosin, Egbebi Adeleke. "Human Resource Management in Construction." International Journal of Research Publication and Reviews 5, no. 7 (2024): 450–57. http://dx.doi.org/10.55248/gengpi.5.0724.1613.

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4

Yao, Jiangang. "Emotional Management in Modern Human Resource Management." International Journal of Research Publication and Reviews 4, no. 12 (2023): 4151–56. http://dx.doi.org/10.55248/gengpi.4.1223.0109.

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5

Kenneth, Dr Kalyani, and R. Aruna jayamani. "Current Trends in Human Resource Management." International Journal of Scientific Research 1, no. 2 (2012): 112–13. http://dx.doi.org/10.15373/22778179/jul2012/37.

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6

Mukhtorov, Botir, and Murodjon Ermatov. "METHODS OF EFFECTIVE HUMAN RESOURCE MANAGEMENT." International Journal Of Management And Economics Fundamental 03, no. 05 (2023): 76–80. http://dx.doi.org/10.37547/ijmef/volume03issue05-10.

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Labor resources and their effective management are important factors in creating a perfect and competitive national economic system in the Republic of Uzbekistan. Therefore, the article covers issues such as the definition of the concept of "Management of human resources" and the study of the level of application of methods of effective management of human resources in Uzbekistan.

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7

Chiara, Cappelletti, Valenti Diego, and Saresella Mara. "Human Resource Management (Human Resource Planning)." Journal Islamic Economic Minangkabau 1, no. 1 (2023): 49–60. http://dx.doi.org/10.55849/jiem.v1i1.69.

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Human resource planning is the first thing an organization or company must do when a company seeks better human resource management. All organizations or companies must determine their future with different plans according to the demands of the times. Nowadays changes are rapid, so organizations or companies must be able to keep up with changes quickly and precisely. Organizations or companies must be able to anticipate and adapt to change. Therefore, personnel planning is becoming increasingly important for companies, due to the globalization of new technology and organizational change proces

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8

Chiara, Cappelletti, Valenti Diego, and Saresella Mara. "Human Resource Management (Human Resource Planning)." Sharia Oikonomia Law Journal 1, no. 1 (2023): 49–60. http://dx.doi.org/10.55849/solj.v1i1.69.

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Human resource planning is the first thing an organization or company must do when a company seeks better human resource management. All organizations or companies must determine their future with different plans according to the demands of the times. Nowadays changes are rapid, so organizations or companies must be able to keep up with changes quickly and precisely. Organizations or companies must be able to anticipate and adapt to change. Therefore, personnel planning is becoming increasingly important for companies, due to the globalization of new technology and organizational change proces

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9

Soman, Dilip. "Human Resource Management: For Humans." NHRD Network Journal 14, no. 2 (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 method

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10

Hodžić, Samir, and Kristinka Ovesni. "Andragoški aspekti menadžmenta ljudskih resursa." Obrazovanje odraslih/Adult Education, no. 1 2015 (2015): 11–36. http://dx.doi.org/10.53617/issn2744-2047.2015.15.1.11.

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Human resource management is an applied discipline which embraces a body of knowledge about the human dimension of organization. Andragogy, with its main focus on learning and education of adults, and with a body of knowledge which explain the learning and education of adults as a core strategy of organizational development with implications in theory and practice of human resource and organizational development, is one of the major theoretical foundations, and one of the fundamental theoretical perspectives of human resource management. The main purpose of this paper was a critical analysis o

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11

Saxena, Aseem. "Human Resource Management Practices on Teachers Performance." Journal of Advances and Scholarly Researches in Allied Education 15, no. 4 (2018): 17–20. http://dx.doi.org/10.29070/15/57126.

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12

Priyanto, Eddy, and Clara Schneider. "Green Sustainable Human Resource Management in Malaysia." SPLASH Magz 1, no. 2 (2021): 21–24. http://dx.doi.org/10.54204/splashmagzvol1no1pp21to24.

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The purpose of this study is to study environmentally friendly human resource management including employee behaviour in the workplace and the environment around the workplace. We used secondary data on 216 companies in Malaysia by conducting online interviews with 2160 employees about human resource and environmental management practices by quantifying them using the Likert scale and analyzing them using the ordinary least square model. We found a positive relationship between the level of environmental and social concern for the organization as reflected in environmentally friendly regulatio

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13

M. Vijayalakshmi, M. Vijayalakshmi, and Dr P. Natarajan Dr. P. Natarajan. "Strategic Human Resource Management for Competitive Advantag." Indian Journal of Applied Research 2, no. 1 (2011): 24–27. http://dx.doi.org/10.15373/2249555x/oct2012/10.

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14

Deepa, P. "Revolutionizing Human Resource Management through Artificial Intelligence." International Journal of Science and Research (IJSR) 13, no. 2 (2024): 176–78. http://dx.doi.org/10.21275/es24131185821.

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15

Alozie, Ositadinma Emeka. "Human Resource Management." International Journal of Scientific and Research Publications (IJSRP) 9, no. 8 (2019): p9235. http://dx.doi.org/10.29322/ijsrp.9.08.2019.p9235.

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16

Rabin, Bonnie R., Lawrence A. Klatt, Robert G. Murdick, and Frederick E. Schuster. "Human Resource Management." Industrial and Labor Relations Review 40, no. 1 (1986): 144. http://dx.doi.org/10.2307/2523974.

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17

Wolf, John R. "Human Resource Management." Psychiatric Annals 19, no. 8 (1989): 432–34. http://dx.doi.org/10.3928/0048-5713-19890801-10.

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18

Mishra, Preeti Suman. "Human Resource Management." Review of Professional Management- A Journal of New Delhi Institute of Management 4, no. 1 (2006): 83. http://dx.doi.org/10.20968/rpm/2006/v4/i1/101041.

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19

Enz, Cathy A. "Human Resource Management." Cornell Hospitality Quarterly 50, no. 4 (2009): 578–83. http://dx.doi.org/10.1177/1938965509349030.

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20

Kumalagova, Elena A., and Timur M. Bukulov. "Human resource management." ACCOUNTING AND CONTROL 6 (2024): 35–39. http://dx.doi.org/10.36871/u.i.k.2024.06.01.006.

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Modern conditions in which commercial organizations (companies, corporations) function are characterized by a multitude of newly emerging problems, leading to tougher competition. Traditional forms and ways of doing business and gaining competitive advantages become less productive when the level of uncertainty, the speed of changes and the associated instability of the business environment increases. In this regard, the issues of expanding the internal potential of corporations and, above all, through more effective use of human resources are of particular importance.

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21

Kessler, Ian. "Human Resource Management." Work, Employment & Society 7, no. 2 (1993): 313–16. http://dx.doi.org/10.1177/0950017093007002009.

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22

Kessler, Ian. "Human Resource Management." Work, Employment and Society 7, no. 2 (1993): 313–16. http://dx.doi.org/10.1177/095001709372008.

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23

Oubaid, V., and J. Jähne. "„Human resource management“." Der Chirurg 84, no. 1 (2013): 55–58. http://dx.doi.org/10.1007/s00104-012-2421-8.

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24

Senior, Kath. "Human resource management." Emergency Nurse 10, no. 8 (2002): 32–37. http://dx.doi.org/10.7748/en2002.12.10.8.32.c1089.

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25

Komoche, Ken. "Human resource management." International Journal of Human Resource Management 3, no. 3 (1992): 497–521. http://dx.doi.org/10.1080/09585199200000162.

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26

Sundar, K. R. Shyam. "Human Resource Management." Vision: The Journal of Business Perspective 17, no. 1 (2013): 96–97. http://dx.doi.org/10.1177/0972262912469704.

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27

Saini, Debi S. "Human Resource Management." Vision: The Journal of Business Perspective 17, no. 1 (2013): 98. http://dx.doi.org/10.1177/0972262912471374.

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28

T., Vidhya, and Sumathi M. "Human Resource Management." Shanlax International Journal of Commerce 6, S2 (2018): 61–63. https://doi.org/10.5281/zenodo.3243791.

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The Human Resources are the important asset of an organization. The success or  failure of an organization is largely depends on calibre of the people therein. Without positive and creative contribution from the people, organizations cannot progress and prosper. In order to achieve the goals or activities of an organization, they need to keep the present as well as the future the feature recruitments of the organization. A RECRUITMENT is de ned as, “a process to discover thee sources of manpower to meet the recruitments of the staf ng schedule and to employ effective measures for

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29

Коптева, Zhanna Kopteva, Варфоломеев, and Aleksandr Varfolomeev. "HUMAN RESOURCE MANAGEMENT AS AN INNOVATIVE TECHNOLOGY OF PERSONNEL MANAGEMENT." Central Russian Journal of Social Sciences 10, no. 6 (2015): 276–84. http://dx.doi.org/10.12737/16821.

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Nowadays changes in economic conditions of functioning of Russian companies have led to a need to introduce an innovative approach to personnel management. The article discusses the main directions of building an effective system of innovative human resource management through the application of technologies of Human Resource Management. Creating a supportive atmosphere of innovation involves identifying the factors that influence the process of introducing innovations in the organization, which HR-managers should consider in their work with the staff. Based on the results obtained during the

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30

Wright, Patrick M. "Book Review: Human Resources, Management, and Personnel: Strategy and Human Resource Management." ILR Review 57, no. 1 (2003): 145–46. http://dx.doi.org/10.1177/001979390305700111.

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31

Kumar, Devendra. "Strategies of Human Resource Management in University Libraries." Indian Journal of Library and Information Science 10, no. 2 (2016): 167–74. http://dx.doi.org/10.21088/ijlis.0973.9548.10216.12.

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32

Patel, Dr Rajesh. "Importance of Competency Mapping in Human Resource Management." Paripex - Indian Journal Of Research 3, no. 4 (2012): 1–3. http://dx.doi.org/10.15373/22501991/apr2014/86.

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33

Bandara P.M.G.R.I, Kumarasiri R.D.S.R, Silva H.C.M, and Herath A.M.T.N. "Human Resource Management System." International Journal of Engineering and Management Research 12, no. 4 (2022): 125–53. http://dx.doi.org/10.31033/ijemr.12.4.16.

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The main focus of the essay, "Human Resources Management System," is on controlling the administrator of a company's human resources department. The systems and procedures at the intersection of human resources and management are referred to as a human resource management system (HRMS).technology (IT) with human resources management (HRM). It combines HRM as a discipline, especially its fundamental HR actions and procedures related to information technology, as opposed to data processing programming. Systems developed into enterprise resource planning (ERP) software packages and established pr

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34

Molina-Azorin, José F., Maria D. López-Gamero, Juan José Tarí, Jorge Pereira-Moliner, and Eva M. Pertusa-Ortega. "Environmental Management, Human Resource Management and Green Human Resource Management: A Literature Review." Administrative Sciences 11, no. 2 (2021): 48. http://dx.doi.org/10.3390/admsci11020048.

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The main purpose of this paper is to integrate the literature on human resource management (HRM) and environmental management. Moreover, the paper shows the role that green human resource management (GHRM) plays in environmental management activities. This article examines the main relationships between human resource management and environmental strategy, emphasizing reciprocal influences. Moreover, the main human resource practices used in the literature are examined. In addition, methodological approaches that can be appropriate to advance the study of the link between human resource manage

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35

Saranya, R. Kamala. "A Study on Role of Human Resource Management in Knowledge Management." Indian Journal of Applied Research 3, no. 11 (2011): 268–70. http://dx.doi.org/10.15373/2249555x/nov2013/88.

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36

Ramapriya, M., and Dr S. Sudhamathi. "Models of Strategic Human Resource Management and Human Resources Policies." International Journal of Management Research and Social Science 7, no. 4 (2021): 116–21. http://dx.doi.org/10.30726/ijmrss/v7.i4.2020.74022.

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37

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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38

Koteski, Cane, and Gjorgji Petkoski. "MANAGEMENT OF HUMAN RESOURCE." International Journal of Economics, Management and Tourism 2, no. 1 (2022): 70–80. http://dx.doi.org/10.46763/ijemt2221070k.

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39

Navaz, A. S. Syed. "Human Resource Management System." IOSR Journal of Computer Engineering 8, no. 4 (2013): 62–71. http://dx.doi.org/10.9790/0661-0846271.

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40

Naumova, Olena. "STRATEGIES HUMAN RESOURCE MANAGEMENT." "Scientific notes of the University"KROK", no. 1(61) (2021): 137–41. http://dx.doi.org/10.31732/2663-2209-2021-61-137-141.

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41

Shafaei, Azadeh, Mehran Nejati, and Yusmani Mohd Yusoff. "Green human resource management." International Journal of Manpower 41, no. 7 (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 o

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42

Lado, Augustine A., Randall S. Schuler, and Susan E. Jackson. "Strategic Human Resource Management." Academy of Management Review 25, no. 3 (2000): 677. http://dx.doi.org/10.2307/259320.

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43

Ozbilgin, Mustafa. "“International” human resource management." Personnel Review 33, no. 2 (2004): 205–21. http://dx.doi.org/10.1108/00434804105180559.

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44

Perry, James L. "Strategic Human Resource Management." Review of Public Personnel Administration 13, no. 4 (1993): 59–71. http://dx.doi.org/10.1177/0734371x9301300405.

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45

Vanhala, Sinikka, Tõnu Kaarelson, and Ruth Alas. "Converging human resource management." Baltic Journal of Management 1, no. 1 (2006): 82–101. http://dx.doi.org/10.1108/17465260610640895.

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46

Botusha, Besmira. "Human Resource Management Strategy." Interdisciplinary Journal of Research and Development 11, no. 2 (2024): 83. http://dx.doi.org/10.56345/ijrdv11n211.

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The development of human resources, in accordance with the objectives, strategy and implementation of relevant policies of the Bank of Albania aims to create a suitable work environment that serves not only the professional growth of employees, but also the continuous improvement of the administrative processes of each institution. The administration of human resources has recently been focused on the acquisition and continuous implementation of the best practices of human resource management that are applied in similar institutions in the European Union. Pursuing dynamic policies of employmen

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47

Mishra, Pavitra. "Green human resource management." International Journal of Organizational Analysis 25, no. 5 (2017): 762–88. http://dx.doi.org/10.1108/ijoa-11-2016-1079.

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Purpose The purpose of this study is to explore the status and challenges of green human resource management practices in India, an under-researched area. Further, it proposes a theoretical framework to fill the identified gaps and build a sustainable organization. Design/methodology/approach Multimethod approach was used. The research was conducted in two phases. Archival research was conducted in the first phase, and a case study technique was employed in the second phase. In the first phase, an extensive literature review was carried out to gather insights on prevalent green human resource

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48

Jacobson, Willow S., and Jessica E. Sowa. "Municipal Human Resource Management." State and Local Government Review 48, no. 2 (2016): 121–31. http://dx.doi.org/10.1177/0160323x16658696.

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49

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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50

Brewster, Chris, Paul Sparrow, and Guy Vernon. "International Human Resource Management." NHRD Network Journal 2, no. 1 (2008): 112. http://dx.doi.org/10.1177/0974173920080126.

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