To see the other types of publications on this topic, follow the link: Human Resources Management Practices (HRMP).
Journal articles on the topic 'Human Resources Management Practices (HRMP)'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Human Resources Management Practices (HRMP).'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Lenart-Gansiniec, Regina, Barbara A. Sypniewska, and Jin Chen. "Innovation-driven human resource management practices: A systematic review, integrative framework, and future research directions." Journal of Entrepreneurship, Management and Innovation 19, no. 2 (2023): 7–56. http://dx.doi.org/10.7341/20231921.
Full textAbstract:
PURPOSE: It is increasingly emphasized that human resource management practices (HRMP), which refer to recruiting and selection, training and development, compensation and performance appraisal, are of great importance for creating innovation. However, the COVID-19 pandemic has shown that traditional HRMPs are already insufficient, which entails the need to rethink and reformulate them in the direction of more effective innovation while also allowing organizations to survive COVID-19-like crises. While there is an extensive literature on human resources management and innovation, there is still no consensus on innovation-driven HRMP. This study aims to identify and synthesize most significant and trustworthy research contributions of innovation-driven HRMP. In addition, to facilitate theory building in the field of HRMP, this article consolidates the existing knowledge into an integrative framework. This framework can be used by future researchers to identify gaps and ambiguities in the meaning of innovation-driven HRMP. METHODOLOGY: The article presents the results of a systematic literature review of 71 empirical research articles referring to innovation-driven HRMP from the Web of Science and Scopus databases. FINDINGS: The systematic literature review allowed us to identify innovation-driven HRMP, taking into account three levels of analysis: individual, group and organizational, with the latter level of analysis being dominant in previous publications. Recognition of innovation-driven HRMP, taking into account the levels in question, is included in an integrative framework, which is the theoretical basis for guiding future research. Our results confirmed the growing trend in the number of publications on the subject since 2010. Most researchers used a quantitative approach. Based on the first author’s affiliation, authors from Great Britain contributed the largest number of publications. Articles are published in various journals, but mainly in those on human resources management. The research took into account a variety of organizational contexts, predominantly in dynamic and complex industries. Our findings show that the current state of research on innovation-driven HRMP confirms the need for further research in this area. Based on this, we provided thematic gaps and potential questions for future research divided into three levels of innovation-driven HRMP. IMPLICATIONS: Our systematic literature review allowed us to propose implications for future researchers planning to conduct research in the field of innovation-driven HRMP. ORIGINALITY AND VALUE: Our systematic literature review focuses on identifying innovation-driven HRMP along with determining the current state of knowledge and future research directions in this area. In addition, we developed an integrative framework that aims at organizing existing literature but also at identifying promising future research directions into innovation-driven HRMP.
2
Alharbi, Ghaleb, Mastura Jaafar, and Nurul Sakina Mokhtar Azizi. "A Review on the Impact of Human Resource Management Practices on Organizations' and Employees' Performance." Journal of Hunan University Natural Sciences 49, no. 12 (2022): 206–17. http://dx.doi.org/10.55463/issn.1674-2974.49.12.21.
Full textAbstract:
Job performance is one of the most crucial factors which scholars have thoroughly addressed and debated to evaluate employee efficiency. The concept of human resource management (HRM) is a vital influencing factor in enhancing job performance and achieving efficient employee performance. This study aims to investigate how human resource management practices (HRMP) affect organizations' and employees' performance by reviewing the previous studies using the systematic literature review (SLR). The NVivo software was used to analyze the outcomes and findings of the literature review, discussion, and analysis. These studies addressed the relationship between HRMP and employees' performance. They evaluated the most influential variables on job performance. The findings of the reviewed studies showed that Human Resource Management Practices (HRMPs) significantly influence the performance of employees in an organization. Also, the application of HRMPs cannot be uniform worldwide. The extent to which HRMPs have been fully enforced or the emphasis on specific HRMPs differs based on the framework in which businesses or organizations usually function. In summary, most previous studies stated a significant impact of HRMP on job performance despite the debated relationship between HRMP and organizational and employee performance. Further studies on HRMPs across different societies and origins are vital.
3
Putra, Andreas W. Gunawan. "”GREEN” HRM: AN EVALUATION AND THE FUTURE AGENDA." Business and Entrepreneurial Review 10, no. 2 (2016): 131. http://dx.doi.org/10.25105/ber.v10i2.13.
Full textAbstract:
The application of “green” Human Resource Management Practices (HRMP) to achieve a company’s competitive advantage particularly in the hospitality industry is arguably derives from<br />its Human Resource Management strategy. This has been driven by both customer requirements and increasing intensity of competition. It seems essential these days to invest in quality of Human Resources in order to improve its competitive advantage. However, far from being investigated as the difficulty for the consistency and integrity of the application of ‘green’ HRMP in the workplace.<br />Furthermore, a frame of reference for “Green” HRM has yet to emerge. It is suggested that “green”’ HRMP concepts and frameworks could be utilized to improve the hospitality industry<br />maintaining its green environment. This paper examines critical aspects of ‘green’ HRMP theory and practices to underpinning business service performance. Indeed, the paper suggests a research agenda that could begin to investigate these propositions.
4
Dai, Xinxing, Yangchun Fang, and Yonghua Liu. "Inclusive human resource management practices influence young new employees’ proactive organizational socialization." Social Behavior and Personality: an international journal 53, no. 3 (2025): 1–16. https://doi.org/10.2224/sbp.13804.
Full textAbstract:
All new employees experience organizational socialization when they enter a company. Effective organizational socialization is crucial in shaping an enterprise’s competitiveness and helping new employees to achieve better performance. This study explored the effect of inclusive human resource management practices (HRMP) on proactive organizational socialization among younger employees. We adopted a sample of 440 respondents and used multilevel analyses to test the data. The results showed that inclusive HRMP had a positive influence on younger employees’ sense of psychological safety, perception of an inclusive climate, and proactive organizational socialization. In addition, inclusive HRMP influenced proactive organizational socialization via both perception of an inclusive climate and sense of psychological safety. Further, protean career orientation had a moderating effect on these two mediating processes. Implications of the findings are discussed.
5
Dr., Mayur A. Dande, Pavan M. Kuchar Dr., and Satya Mohan Mishra Dr. "Changing The Scenario- An Enquiry Into Couples At Work." International Journal of Advance and Applied Research 10, no. 3 (2023): 308–12. https://doi.org/10.5281/zenodo.7697690.
Full textAbstract:
Innovations are truly the backbone of nearly every stream of thought, these days. Human Resources are not an exception to this. Human resource management practices (HRMP) have been gaining an increased attention especially in the fields of economics of the organization, strategic management and human resource management (HRM) (Laursen and Foss, 2003). Moreover, the past two decades were characterized by noticeable progress in researching human resource management systems (HRMS) (Wei and Lau, 2010). HRMS and innovation relationship in firms is growing as many researchers inspected this area (Vogus and Willbourne, 2003; Beugelsdijk, 2008; De Winne and Sels, 2010; Ma Prieto and Pilar Pérez-Santana, 2014; Chen <em>et al.</em>, 2018). This growing interest is because of the continuous search for having a competitive advantage in a highly turbulent environment (Jimenez-Jimenez and Sanz-Valle, 2008; Shipton <em>et al.</em>, 2005). Innovation can be promoted through proper management of people (Shipton <em>et al.</em>, 2005). Moreover, firms intending to innovate consider HRMP as a precious resource (Beugelsdijk, 2008). Furthermore, human capital when leveraged organizational expertizes are developed, thus innovation would emerge as new products and services (Chen and Huang, 2009). Several ways can be adopted to inspect the HRMP and outcomes linkage. However, the current approach is the following: complementarities or bundle of practices or individual practice in isolation (Wright and Boswell, 2002). This paper seeks to contribute for the comprehension of the HRM and innovation relationship in the context of better halves at work. It has been identified as a black box by several researchers including (Beugelsdijk, 2008; Laursen and Foss, 2003; Messersmith and Guthrie, 2011). Thus, this study tries to inspect the way by which HRM and innovation are linked. Moreover, if there is a need for a mediating or moderating mechanism in the context of recruiting better halves at work to understand such a relation.
6
Kao, Jen Shou, Po Jen Chen, Chun Chu Liu, and Tang Chung Kan. "A Study on the Impact of Human Resource Management Measures on Employees' CSR Attitude and ESG/CSR Practices- the Example of Hotel and Catering Service Industries." WSEAS TRANSACTIONS ON SYSTEMS 24 (April 7, 2025): 164–81. https://doi.org/10.37394/23202.2025.24.18.
Full textAbstract:
In efforts to fulfill the research objectives of this study, we analyzed the influences between human resource management practices and employees' corporate social responsibility (CSR) attitude, and the influences of employees' CSR attitude on Environmental, Social, Governance (ESG) and CSR practices, as well as the mediating effect of employees' CSR attitude on the relationship between human resource management practices, ESG and CSR practices. This study utilized a number of social platforms, such as FaceBook, LINE, and Instagram, and employed the convenience sampling method to select employees in the hotel and catering service industries. Electronic questionnaires were distributed to collect data, and 284 valid copies of questionnaires were recovered. According to the research results, the following three findings were revealed. 1.CSRaFac2 and CSRaFac3 have partial mediating effects on the relationships between HRMp and the dependent variables CSRpC and CSRpS. 2. CSRaFac2 and CSRaFac3have partial mediating effects on the relationships between HRMp and the dependent variables ESGe and ESGs. 3.CSRaFac2 and CSRaFac4 have full mediating effects on the relationships between HRMp and the dependent variable ESGg. Facing the shortage of human resources in the service industry, it is recommended that hotel and catering enterprises should not only pay more attention to actual CSR practices but also invest in ESG progressively.
7
Shriedeh, Fayez Bassam. "Employee Turnover in the Fast Food Restaurants: Investigating the Role of Human Resource Management Practices." International Journal of Human Resource Studies 9, no. 4 (2019): 205. http://dx.doi.org/10.5296/ijhrs.v9i4.15559.
Full textAbstract:
High Turnover (TO) rate among Fast Food Industry (FFI) employees is a critical issue faced by the Jordanian hospitality industry and be detrimental to the growth of the industry. Following that, is important to analyse the factors that lead to high TO rate among FFI employees. This study aims to examine the effect of Human Resource Management Practices (HRMP) and Intention to Leave (ITL) among FFI employees in Jordan. Five HRMP have been included in this study namely training, reward, benefit, performance appraisal and staffing. Using a sample of 245 FFI front-line employees working in Amman, this study has employed a quantitative research approach to answer the research questions. Multiple regression analyses using SPSS was performed to test the hypotheses of this study. As expected, HRMP namely, reward and benefit dimensions of HRMP found to be most significant practices in influencing ITL in this study. The findings of this study contribute to existing literature on the management of Human Resource (HR) and employee TO. It provides insights on the relationships between HRMP and ITL. Practical implications are also provided to managers to reduce TO among FFI employees in Jordan.
8
Ibrahim, Mahdani, Maulana Alimin, and Banta Karollah. "Does Human Resource Management Practices Moderate The Relationship Between Nepotism and Attitude?" AFEBI Management and Business Review 5, no. 2 (2020): 31. http://dx.doi.org/10.47312/ambr.v5i2.316.
Full textAbstract:
<em>This study aims to examine the moderating effect of human resource management practice (HRMP) variables on the relationship between nepotism variables and attitude variables (job satisfaction, organisational citizenship behaviour (OCB) and organisational commitment).A research sample of 300 workers in the three largest hospitals in Aceh (Dr. Zainoel Abidin General Hospital, Meuraxa General Hospital and Harapan Bunda Hospital). Primary data were obtained by distributing questionnaires to participants in the three hospitals with 100 questionnaires each.Data were analysed using simple regression and moderated regression analysis.The results of our analysis found that HRMPs have a moderating effect on the relationship between nepotism and job satisfaction and nepotism and organisational commitment.The moderating effect of HRMPs was not found in the relationship between nepotism and OCB.</em>
9
-, Jackson. "The Important Role of Human Resource Management Practices, Worker Motivation, Leadership, Work Commitment, and Employee Performance." Jurnal Dinamika Manajemen 15, no. 2 (2024): 372–92. http://dx.doi.org/10.15294/jdm.v15i2.10449.
Full textAbstract:
The performance of a company can be seen from the performance of the human resources in it. Employee performance can be influenced by several supporting factors such as employee motivation, leadership, human resource management practice, and work commitment. This study aims to examine how human resource management practice, employee motivation and leadership impact employee performance with work commit-ment as an intervening variable. This research includes quantitative descriptive research using a questionnaire as a tool to collect data. The number of respondents in this study was 435 using purposive sampling method. Analysis using PLS with a predetermined research method to get the results of the study. Based on the test results obtained, HRMP has a positive effect on work commitment. Leadership, work commitment and work motivation have a positive effect on employee performance. HRMP has a positive effect on employee performance mediated by work commitment. Based on the results of existing research, it is necessary to conduct further research on other sectors other than the technology industry because this sector is quite different from other sectors.
10
Gope, Sharmila, Gianluca Elia, and Giuseppina Passiante. "The effect of HRM practices on knowledge management capacity: a comparative study in Indian IT industry." Journal of Knowledge Management 22, no. 3 (2018): 649–77. http://dx.doi.org/10.1108/jkm-10-2017-0453.
Full textAbstract:
Purpose Successful businesses demand high-performing human resource management practices (HRMP) and effective knowledge management capacity (KMC) to enhance the overall organizational performance. Rapid growth of both local and multinational companies operating in knowledge-intensive industries has increased the global competition in the labor market, also for the developing economies. Therefore, attracting valuable human capital, retaining talents and managing effectively knowledge to deliver on the latest technologies and innovative solutions and services are the biggest challenges in the modern IT industry. The purpose of this paper is to examine the influence of HRMP on KMC through a cross-case analysis including four companies operating in Indian IT sector. Based on the existing studies in this field, five key HRMP have been identified (i.e. recruitment and selection, training and development, compensation and reward, employee retention and career development), as well as two key processes supporting the KMC (i.e. knowledge acquisition and knowledge sharing). Design/methodology/approach The paper adopts a qualitative research method based on a multiple case study, and it uses primary and secondary data collected through desk research and field interviews. Findings Results show the existence of HRMP aiming to enhance the individual learning, motivation and retention of employees for knowledge acquisition and knowledge sharing, in the strategic perspective to improve the organizational performance. Research limitations/implications The paper presents some limitations, which may provide scope for future research. First, being the study a qualitative multiple case analysis, a more extensive research is needed to generalize the results and investigate further relationships existing between HRMP and KMC. Moreover, a deep investigation on the organizational performance dimensions (e.g. sales growth, cash turnover, financial goal achievement) is required to verify the existence of possible links. Finally, a further limit consists in considering only knowledge acquisition and knowledge-sharing processes, excluding another crucial knowledge management (KM) process such as knowledge application. As for the research implications, the paper contributes to investigate the role of HRMP in supporting KMC in Indian IT companies, which represents a context of research not so much investigated. Practical implications From a practitioner point of view, the study can be helpful to HR and KM managers for motivating employees to undertake learning processes and enhance their performance, as well as to acquire and share knowledge resources that are useful for the organization to remain innovative and stay competitive. Originality/value As the influence of HRMP on KMC has not been widely studied in the Indian IT industry, the study may open the field for further studies on a deeper investigation of the relationships existing between human resources management (HRM), KM and organizational performance in knowledge-intensive industries in India and, more in general, in developing economies.
11
Sqour, Sameera Abd Alsalam, Mohamad Saiful Izwaan, and Noreha Binti Hashim. "Human Resources Management Practices, Employees Engagement: Mediating Role of Top Management Support in the Jordan Ministry of Social Development." Dirasat: Human and Social Sciences 52, no. 6 (2025): 6440. https://doi.org/10.35516/hum.v52i6.6440.
Full textAbstract:
Objectives: This study aims to identify employee engagement in the Jordanian MOSD from mediating role of top management support on the relationship between HRM practices and employee engagement. from the viewpoint of employees working in MOSDs. Methods: The study adopts descriptive survey method to investigate the correlation between HRM practices and top management support in employee engagement among employees in Jordan MOSD. An E- questionnaire comprising (47) items, was distributed on employee MOSD, the sample size of the study consisted of (390) male and female employees in the MOSD. This method aligns with the study's nature and objectives and is widely considered suitable for such inquiries by many researchers. Data Analysis Smart PLS and SPSS version 26, were used to examine relationship between variables. Results: The study's results revealed that degree of (HRMP) with top management support (TMS) and human resources management practices (HRMP) with employee engagement (EE) has a moderate degree while top management support with employee engagement has high degree. also, results showed that there is a relationship between HRM practices with (EE) In addition, top management support has mediated the relationship between HRM practices and employee engagement. Conclusions: Based on results mentioned earlier, the study recommends that raising and maintaining employee engagement lies in hands of HRM practices with top management support in the organization and, this requires more attention to meeting employee needs and a perfect blend of time, effort, commitment and investment to achieve goals successfully.
12
Siagian, Mauli, Ida Aju Brahmasari, and Siti Mujanah. "Linking organizational intangibles to sustainable performance: A mediated-moderated model from the hospitality industry." Edelweiss Applied Science and Technology 9, no. 5 (2025): 757–71. https://doi.org/10.55214/25768484.v9i5.7005.
Full textAbstract:
The hospitality sector in Batam drives the local economy by creating jobs, increasing incomes, and supporting local businesses through collaboration with vendors. While maintaining service quality remains challenging, competition among hotels encourages innovation. Adapting to technology and sustainability trends helps the sector thrive in tourism development. This research examines how organizational culture, knowledge management practices, and organizational learning impact human resource management practices, job satisfaction, and sustainable organizational performance, with organizational climate as a moderator. The study surveyed 233 out of 557 employees from star-rated hotels in Batam, using structural equation modeling with AMOS 20 for data analysis. The results show that organizational culture and knowledge management practices significantly influence human resource management practices (HRMP), while organizational learning does not. Organizational culture does not significantly affect job satisfaction, but knowledge management practices and organizational learning do. Organizational culture does not significantly impact sustainable organizational performance, whereas knowledge management practices and organizational learning positively do. HRMP significantly affects sustainable organizational performance, while job satisfaction does not. Organizational climate does not moderate the effect of HRMP on sustainable organizational performance but moderates the effect of job satisfaction on it. HRMP mediates the influence of organizational culture and knowledge management practices on sustainable organizational performance but does not mediate the effect of organizational learning. Job satisfaction does not mediate the effects of organizational culture, knowledge management practices, or organizational learning on sustainable organizational performance.
13
Gonçalves, Tiago, Carla Curado, and Natalia Martsenyuk. "I share, we Share? A Mixed-Method Analysis of Helping Behaviors, HRM Practices and Knowledge Sharing Behavior." European Conference on Knowledge Management 23, no. 1 (2022): 459–68. http://dx.doi.org/10.34190/eckm.23.1.676.
Full textAbstract:
Knowledge sharing represents a key process to create value in organizational environments that reflects a complex interplay of individual and organizational level factors. Driven and heavily reliant on individuals’ willingness to share with others, effective knowledge sharing behavior is fostered through organizational characteristics that can promote prosocial behaviors, such as structured Human Resources Management Practices (HRMP). Nevertheless, knowledge sharing represents an extra-role voluntary behavior that depends on individual intention to engage in altruistic behavior to help others. While several studies assess the mediation role of such helping behaviors (HB) between organizational conditions that can foster knowledge sharing, few studies explore the complex combination between HRMP and individual HB leading to knowledge sharing in organizations. Similarly, there is a lack of empirical evidence on how HRMP and HB can contribute to the absence of knowledge sharing. This study addresses such gaps by examining the impact of HRMP and altruistic HB as conditions leading to knowledge sharing in the service industry (n=130) using a mixed-methods approach. We follow a quantitative design, using a partial-least squares (PLS) analysis to explore the relationship between HRMP, HB and knowledge sharing. Then, we follow a qualitative design, using a fuzzy-set qualitative comparative approach (fsQCA) to identify complex configurations between HRMP, HB, age and education contributing to the presence and absence of knowledge sharing. Our quantitative findings find a positive relationship between both HRMP and HB leading to knowledge sharing behavior (KSB). Our qualitative findings present four alternative ways leading to knowledge sharing and corroborate the quantitative analysis. Additionally, qualitative results show four different configurations leading to the absence of knowledge sharing. We offer insight of the convergence of results, providing managerial approaches that can be used to promote KSB. Similarly, we recommend best practices to counter an absence of KSB given our methodological options and preventive practices inside the scope of Human Resources Management (HRM).
14
Srivastava, Anugamini Priya, and Rajib Lochan Dhar. "Impact of leader member exchange, human resource management practices and psychological empowerment on extra role performances." International Journal of Productivity and Performance Management 65, no. 3 (2016): 351–77. http://dx.doi.org/10.1108/ijppm-01-2014-0009.
Full textAbstract:
Purpose – The purpose of this paper is to seek to examine the mediating role of organizational commitment (OC) in the relationship that extra role performance (EXR) shares with leader member exchange (LMX), psychological empowerment (PE) and human resource management practices (HRMP) in a large, public-sector service organization in India. Design/methodology/approach – Structural equation modeling and confirmatory factor analysis was conducted to evaluate the hypothesized model. Reliability and validity of measures were also examined. Findings – Statistical analysis indicated that each of the following - LMX, PE and HRMP had a positive impact on OC, and OC influenced EXR. Further LMX influence EXR through OC while HRMP and PE partially influence EXR. Practical implications – In an Indian context, this study offers a deeper understanding of the factors influencing OC, and how OC affects EXR. This understanding will help practitioners formulate effective human resource policies and restructure their training programs to increase commitment levels and enhance performance of their employees. Originality/value – This paper considers a sample in a large, public-sector service organization in India which has not been attempted earlier; previous studies have focussed more on Western contexts. Further, findings of this research corroborate the findings of previous studies that established a positive relation between OC and EXR, and found that LMX, PE and HRMP positively influenced OC.
15
Claveria, Michelle M. "Human Resources Management Practices (HRMP) and Disaster Preparedness of Accommodation Establishment in Puerto Galera, Oriental Mindoro." American Journal of Multidisciplinary Research and Innovation 4, no. 1 (2025): 1–10. https://doi.org/10.54536/ajmri.v4i1.3118.
Full textAbstract:
There was a potential research gap in the theoretical knowledge of the social impact of socially responsible HRM practices and disaster preparedness. The literature review also indicates that few studies have explored the influence of employees’ perceived socially responsible HRM on individual employees’ attitudes and behaviors, such as organizational identification and job performance. Most previous studies on socially responsible HRM focused on its relationship with employee organizational citizenship behavior, organizational commitment, job satisfaction, well–being, and turnover intention. There are research gaps in the context of accommodation establishment in Puerto Galera, Oriental Mindoro, Philippines despite the glowing understanding of the significance of disaster preparedness and HRMP. Hence, the study aims to determine the Human Resources Management Practices (HRMP) and disaster preparedness of accommodation establishments in Puerto Galera, Oriental Mindoro. The study used descriptive correlational methods research. The respondents of the study are the supervisors, managers, and staff in the total of 30 respondents in selected accommodation establishments in Puerto Galera, Oriental Mindoro. The researchers used a self-prepared research instrument. Mean was used to summarize and responses and Cronbach Alpha was used to calculate by taking a score from each scale item and correlating it with the total score for each observation. Results showed that the relationship between human resource management practices and disaster preparedness in accommodation establishments underscores the multifaceted approach required to mitigate risks, ensure employee and guest safety, and maintain operational continuity during emergencies.
16
Zaid, Jamal Dirhim Ahmed, and Ragda Mohammed Abdullah Mousa. "The Impact of Human Resources Management Practices on Green Innovation: A Field Study at Yemeni Pharmaceutical Industrial Companies in the Capital Municipality of Sana’a." University of Science and Technology Journal for Management and Human Sciences 2, no. 3 (2024): 1–34. http://dx.doi.org/10.59222/ustjmhs.2.3.1.
Full textAbstract:
The study aimed to measure the level of human resource management practices (HRMPs) and the level of green innovation achievement in Yemeni pharmaceutical companies in the Capital Municipality of Sana’a, as well as to measure the impact of human resource management practices on green innovation in the companies under study. The descriptive-analytical approach was employed, and a questionnaire was developed as the tool of data collection. The population was (1675) employees from all administrative levels in seven Yemeni pharmaceutical industrial companies in Sana’a. The questionnaire was distributed to the study sample (313) of which (240) were valid for statistical analysis. The findings revealed that the level of achievement of HRMPs in the companies under study was high, and the level of green innovation achievement was also high. The study also found that there is a significant impact of HRMP on green innovation in the companies under study, with the motivation and compensation dimension having the greatest impact on green innovation, followed by the performance appraisal dimension, and then the job design dimension. However, the study found no statistically significant impact of training and development of human resources and recruitment dimensions on green innovation. The study recommends that companies should pay more attention to the current policies followed in job design, selection and recruitment of employees, and training and development programs designed for them. In addition, companies should improve and develop compensation and incentive systems and link them to performance appraisal systems and pay more attention to environmental practices for human resource management.
17
Paul, Zahra Ishtiaq. "Analyzing Human Resource Management and Contextual Performance link through Perceived Organizational Support: A case of University of the Punjab." Voyage Journal of Educational Studies 4, no. 2 (2023): 325–49. http://dx.doi.org/10.58622/vjes.v4i2.165.
Full textAbstract:
The concept of contextual performance has received significant attention in recent decades, particularly in academic literature. It necessitates more studies. Based on the norms of social exchange theory, this study has developed the framework to analyze the mediating effect of perceived organizational support on the relationship between Human Resource Management practices (HRMP) and contextual performance. It is a descriptive and explanatory study conducted using survey research design. The data was taken from 189 faculty members from three faculties of University of the Punjab, Lahore, Pakistan through stratified random sampling technique. Quantitative data was analyzed through SPSS with Process Hayes Macro. The findings show a considerable influence of human resource management practices on perceived organizational support. Additionally, HRMP have a significant effect on contextual performance when perceived organizational support is considered as a mediating variable. Moreover, a partial mediation of perceived organizational support between HRMP (training, performance appraisal, and compensation) and contextual performance relationship is found. The findings suggested that there is a 57% variation of HRMP on Contextual Performance in the presence of perceived organizational support. The findings of this research would promote understanding of the relationship among studied variables in the Pakistani university teachers. The current research reaffirms the social exchange theory literature from the context of Pakistan.
18
Tadesse, Samson, Tesfay Asgedom, and Aschenaki Taddese. "Leadership Behaviour and Human Resource Management Practice Mediation between Strategic Plan and Performance of Selected Ethiopian Sports Federation." Indonesian Journal of Sport Management 3, no. 1 (2023): 84–92. http://dx.doi.org/10.31949/ijsm.v3i1.4507.
Full textAbstract:
The purpose of the study was to identify the relationship between strategic plan and performance through leadership behavior and human resource management practices (HRMP) of a selected Ethiopian sports federation. For this study's purpose, the researcher used quantitative research and a cross-sectional research design. A sample size of ninety-five (n = 95) respondents was used in this study. The quantitative data analysis was processed using IBM SPSS Amos 23.0 software. Structural equation modeling has been used to study this relationship. Confirmatory Factory Analysis (CFA) was used to test the hypothesis between strategic plan and performance through leadership behavior and human resource management practices of a selected Ethiopian sports federation. The result of the study shows leadership behavior and HRMP play an important mediating role between strategic plans and the performance of sport federations ( =.86, P = 0.00). The findings of the study confirm that leadership behavior and HRMP partially mediate the relationship between strategic plan and performance in both federations. The study recommended that it is advisable that selected Ethiopian sports federations work on capacity development programs for human resource development and take up-to-date leadership training frequently; this will enhance the performance of both federations.
19
Rana, Rizwan Munawar. "Human Resource Management Practices: Compare the Perceptions of Faculty Members in Punjab and Federal Universities." Journal of Science, Technology and Innovation Policy 8, no. 1 (2022): 6–17. http://dx.doi.org/10.11113/jostip.v8n1.104.
Full textAbstract:
Effective Human Resource Management Practices (HRMP) paves the path for any institution to achieve their competitive advantages, institutional goals and ultimately the success of an institution. Without effective execution of HRM practices, an institution not only wastes its time but also a lot of money and other resources. The present research was designed to compare the perception faculty members of Islamabad Capital Territory and Punjab Province Universities about HRM practices in Universities of Federal and Punjab. The tool of research was developed after review of related literature and validated in accordance with the concerned experts’ opinion based on 6 subscales, consisted of 34 items; indicated Cronbach Alpha 0.82 was used. Quantitative data were analyzed on Statistical Package for Social Sciences version 21. The analysed data explore that there is no difference of HRM practices at Federal and Punjab level Universities. HRM Practices are needed to be identified to know about the weaknesses, which exist in the present system and search out the loopholes that create hindrances in effective human resource management practices.
20
Salem, Abdulsalam Abdo Saeed, and Maged Al-Dubai. "Linking Human Resources Management Practices and Organizational Performance: Evidence from Private Food Industrial Companies in Jeddah, KSA." European Journal of Business and Management Research 9, no. 4 (2024): 42–48. http://dx.doi.org/10.24018/ejbmr.2024.9.4.2341.
Full textAbstract:
The aim of this article is to explore the intricate relationship between Human Resources Management Practices (HRMP) and Organizational Performance (OP), highlighting the significant impact of various HRMPs on the performance of organizations. Employing a quantitative research methodology, this study engaged a diverse group of 263 participants across different job positions, including Senior Management, Middle Management, Supervisors, and Subordinates. These individuals were randomly selected from a range of private food industrial companies located in Jeddah, Saudi Arabia. To analyze the data collected through questionnaires, the researcher utilized statistical tools such as SPSS and AMOS, aiming to elucidate the influence of human resources management practices on organizational performance. The investigation revealed a clear correlation between certain Human Resource Management (HRM) practices and the performance of orga-nizations. Specifically, practices such as selective hiring, training and development, and employee involvement in decision-making were found to positively impact organizational performance. In contrast, the compensation system and performance evaluation practices were observed to negatively affect organizational performance, while job security appeared to have no significant effect. These findings suggest that the effectiveness of HRM practices is crucial for enhancing organizational performance, particularly within private food industrial companies in Jeddah, KSA. The study further discusses the implications of these findings and offers recommendations for policymakers and HR professionals. It emphasizes the importance of implementing effective HRM practices, like selective hiring, training and development, and encouraging employee participation in decision-making to improve organizational performance. The research also points out that the impact of job security, compensation systems, and performance evaluations on employee satisfaction and loyalty should not be overlooked, as these factors play a pivotal role in optimizing business performance, reducing turnover, decreasing absenteeism, and increasing productivity, thereby fostering enhanced organizational performance across various industries. By shedding light on the dynamic connections between HRM practices and organizational performance, this study contributes valuable insights, especially pertinent to the private food industrial sector in Jeddah, KSA. It uncovers previously unexplored factors that influence performance and provides a practical framework for improvement. This research not only serves as a foundation for future studies but also offers a guide for developing effective strategies to boost organizational performance, adding significant value and insight into the field of human resources management.
21
Basnet, Bhupindra Jung, Rabindra Kumar Neupane, and Madan Kandel. "HRM Practices and Their Effect on Employees’ Job Involvement in Nepalese Public Financial Institutions." Nepal Journal of Multidisciplinary Research 8, no. 1 (2025): 154–70. https://doi.org/10.3126/njmr.v8i1.75962.
Full textAbstract:
Background: Human resource management (HRM) play a crucial role in shaping employee attitudes and behaviors in the workplace. Job involvement, which reflects an employee’s psychological identifications with their job, is influenced by various HRM practices, including SE, TD, PA, PR, COM, and EM. Understanding the impact of these practices on job involvement is essential for organizations seeking to enhance engagement and productivity. Objective: This study aims to examine the effect of HRMP on employees’ job involvement. Specifically, it investigates the influence of SE, TD, PA, PR, COM, and EM on employees’ job involvement. Methods: A combination of research designs have been applied that was descriptive and causal-comparative. The study utilized a sample of 340 employees. SEM was applied to analyze the relationship between HRMP and JI. Findings: The results indicate that HRMP and JI. Among the HRM practices studied, TD, COM, and EM significantly and positively influenced job involvement. However, SE, PA, and PR did not show a significant impact on job involvement. Conclusion: HRM practices contribute to job involvement by offering skill, enhancement program, assessing responsibilities, and fostering an open communication system. Organizations should prioritize training and development, effective communication, and employee empowerment to improve job involvement. Novelty: This study provides empirical evidence on the differential impact of various HRM practices on job involvement. Unlike previous studies that consider HRMP as a whole, this research highlights the specific practices that significantly influence job involvement, offering valuable insights for HR managers and policymakers.
22
Nasser Al-Tahitah, Ali, Al-Baraa Abdulrahman Al-Mekhlafi, Mohd Faridh Hafez Omar, Ali Ahmed Ateeq, and Raed Mohammed Al-Awliqi. "Developing a Model Incorporating Green HRMP and Environmental Awareness for Sustainable Performance in Malaysian Logistics Companies: Conceptual Paper." International Journal of Intellectual Human Resource Management (IJIHRM) 04, no. 02 (2023): 1–6. http://dx.doi.org/10.46988/ijihrm.04.02.2023.001.
Full textAbstract:
This conceptual paper emphasizes the need for sustainable practices in the Malaysian logistics industry to mitigate its environmental impact. It proposes an integrated model to examine the relationship between Green Human Resource Management Practices (G-HRMP), environmental awareness, and sustainable performance. As well as to explore the role of environmental awareness as a mediating between (G-HRMP), and sustainable performance. This proposed paper (a research agenda) aims to provide insights into how logistics companies can reduce their environmental footprint while improving overall performance. It will adopt a quantitative method approach, where data will be collected from logistics companies in Klang Valley, Malaysia. The research seeks to offer practical guidance for companies in adopting sustainable practices and inform policymakers about the importance of green policies and regulations in the logistics sector. Ultimately, the study aims to contribute to the literature on sustainability management and environmental awareness in the logistics industry, fostering a more sustainable future for the industry in Malaysia and beyond.
23
Tanwa, Owodunni, Junaidah Hashim, and Zaireena Wan Nasir. "The Relationship between Human Resource Management Practices and Employees’ Loyalty of the Nigerian Public Sector." Vol.4, Issue 1, June 2023 4, no. 1 (2023): 1–24. http://dx.doi.org/10.55862/asbjv4i1a006.
Full textAbstract:
Employee loyalty plays a significant role in the organizational development as well as economic growth around the word. The main purpose of this study is to investigate the relationship between human resource management practices (HRMP), and employee loyalty (EL) in Nigeria public sector. A proposed human resource management practices model the influences employees’ loyalty measures were formulated and tested. This study adopts quantitative research approach. Survey, using questionnaire, was conducted to obtained data from 500 public sector employees in Lagos state Nigeria. Structural Equation Modelling analysis using AMOS version 22 was conducted to determine the direct effects of HRM on employee loyalty. The findings reveal that there is a strong causal relationship between HRM practices and employee loyalty in Lagos state public sector. This study recommends that future research should consider using longitudinal mixed method research design to study relationship between HRM practices, workplace spirituality and employee loyalty. Thus, findings of this research
24
Fransisca, Vika, and Komarudin Komarudin. "HUMAN RESOURCE MANAGEMENT (HRM) PRACTICES IN IMPROVING EMPLOYEE-BASED PERFORMANCE TOTAL QUALITY MANAGEMENT (TQM)." Proceedings of the 1st International Conference on Social Science (ICSS) 2, no. 2 (2023): 6–11. http://dx.doi.org/10.59188/icss.v2i2.133.
Full textAbstract:
Human resources (HR) is an important thing for the organization because it is the main driver of activities carried out by the organization. In this HR company is a company employee, the performance of quality employees will determine the success or failure of a company. Thus, the need for human resource management (HRM) based on total quality management (TQM) to always improve employee performance. This study aims to determine human resource management (HRM) practices in improving employee performance based on total quality management (TQM). This research uses a descriptive method with a qualitative approach. Descriptive research is used to explain various events that occur. Meanwhile, a qualitative approach to explain events that occur in real and reasonable situations. The results showed that appropriate human resource management (HRM) practices can develop its assets, namely human resources. Various coaching and development in order to encourage human resources to have quality shown by employee performance. So that the practice of human resource management (HRM) in improving employee performance based on Total Quality Management (TQM) is a very important effort to maintain and improve employee performance so that the company can survive in increasingly fierce competition
25
Pilania, Aarzoo. "Green HRM Practices." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 05 (2024): 1–5. http://dx.doi.org/10.55041/ijsrem33488.
Full textAbstract:
Green Human Resource Management (Green HRM) integrates environmental sustainability into core HR practices. It goes beyond just business operations and promotes eco-friendly practices throughout the organization. Green HRM encompasses the entire employee lifecycle, from attracting environmentally conscious talent during recruitment to influencing employee behavior through training and performance management. By effectively implementing Green HRM practices, organizations can not only reduce their carbon footprint through practices like reduced paper usage or energy-efficient buildings, but also cultivate a more environmentally responsible workforce. This can lead to significant benefits like cost savings and attracting top talent who value sustainability, ultimately enhancing the organization's reputation. However, challenges like initial investment costs or employee resistance can arise during implementation. Green HRM has emerged as a critical concept in recent times, seamlessly integrating ecological management with practices in business, urbanization, and industrialization. Its core focus lies in managing human resources effectively while ensuring good working conditions. Green HRM procedures are strategically designed to minimize the carbon footprint of both individual employees and the organization itself. This extends beyond just carbon reduction, as Green HRM also plays a vital role in encouraging employees to conserve resources, participate in waste management initiatives, and contribute to pollution control efforts. The growing importance of Green HRM necessitates increased awareness among companies regarding its multifaceted capabilities. Striking a balance between ecological sustainability and effective human resource management has become crucial. Businesses are now recognizing the significance of considering not just financial gains, but also the social and environmental impacts of their operations to ensure long-term sustainability. This growing recognition has recently captured the attention of academic researchers and practitioners, leading to a surge in scholarly studies on the subject. This research paper delves into Green HRM practices within organizations, drawing insights from a comprehensive analysis of current literature. The aim is to explore the importance of Green HRM concepts, practices, and strategies while acknowledging the challenges faced by businesses and other organizations in implementing them. By utilizing established research methodologies, the study will observe, collect, and analyze contemporary research on Green Human Resource Management, providing valuable insights into this evolving field.
26
Okwu, F. U., R. N. O. Ogbonna, and B. E. Afianmagbon. "HUMAN RESOURCE MANAGEMENT PRACTICES (HRMPs), JOB SATISFACTION, AND ACADEMIC PRODUCTIVITY AMONG LECTURERS IN PUBLIC UNIVERSITIES IN THE SOUTH-EAST STATES OF NIGERIA." Open Journal of Educational Development (ISSN: 2734-2050) 6, no. 1 (2025): 15–28. https://doi.org/10.52417/ojed.v6i1.847.
Full textAbstract:
The research explored human resource management practices (HRMPs), job satisfaction, and productivity among university lecturers in Nigeria's South-East region The study examined HRMPs, job satisfaction, and productivity among university lecturers in the South-East States of Nigeria. It included three research questions and evaluated three hypotheses with a significance level of 0.05. The target population included 9,453 academic staff from state and federal public universities in the region. A sample of 946 lecturers (539 males and 407 females) was selected using random stratified sampling techniques. Ex-post-facto research design was used and data was collected using the "Questionnaire on Human Resource Management Practices, Job Satisfaction, and Productivity" (HRMPJSPQ), developed by the researcher. The questionnaire comprised 30 items, with 10 items per variable. Validation was conducted by three education faculty experts, and the instrument's reliability was confirmed with a Pearson correlation coefficient of 0.81. The data generated was analyzed using mean and standard deviation, while t-test analysis were employed for further statistical evaluation. The findings revealed that job satisfaction did not significantly influence lecturers' productivity. HRMP had a greater influence on the productivity of female lecturers compared to their male counterparts. Additionally, these practices did not significantly impact job satisfaction for either gender in public universities. The study suggested that universities should foster an environment that promotes job satisfaction and optimizes the impact of HRMPs on productivity. It also suggested fostering collaboration between male and female lecturers through team-building activities, mentorship programs, and regular departmental meetings to boost job satisfaction.
27
Lonkar, Madhav Sandeep. "HUMAN RESOURCE MANAGEMENT SYSTEM(HRMS)." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 04 (2024): 1–5. http://dx.doi.org/10.55041/ijsrem30538.
Full textAbstract:
In today's fast-paced business environment, the effective management of human resources stands as a cornerstone for organizational excellence and competitiveness. This project is dedicated to introducing a state-of-the-art Human Resource Management System (HRMS) designed to modernize conventional HR practices and streamline operations through technological innovation. The primary goal of this endeavor is to amalgamate and revamp diverse HR functions, encompassing employee records management, payroll processing, leave administration, and recruitment. Through the utilization of automation and digitalization, the project endeavors to alleviate administrative burdens, mitigate errors, and elevate overall HR efficacy. Key Words: MySQL ,Thymeleaf, Spring Boot, CI/CD , Data Security
28
Mst., Nishrat Zaman. "Human Resources Management Practices after COVID-19: A review." World Journal of Advanced Research and Reviews 20, no. 1 (2023): 554–65. https://doi.org/10.5281/zenodo.12188377.
Full textAbstract:
The COVID-19 epidemic has forced organizations to adjust and reinvent their strategies swiftly, resulting in previously unheard-of changes in human resources management (HRM) practices. This thorough review paper aims to provide a nuanced picture of the post-pandemic HRM landscape by critically analyzing 30 academic works. The findings' synthesis reveals a dynamic environment characterized by agility, digital transformation, worker wellbeing, and strategy alignment. Businesses have used technology to improve communication, streamline operations, and enable remote work. Additionally, the epidemic has highlighted the significance of employee wellbeing, leading to the establishment of inclusive leadership and a culture. HRM practices have developed into strategic partners that support innovation and align with corporate objectives. This review study highlights the adaptation and resilience exhibited by organizations and provides helpful guidance for navigating the changing HRM paradigm in the post-COVID-19 environment.
29
Santos Cesário, Francisco, Maria José Chambel, and Carlos Guillén. "What if expatriates decide to leave? The mediation effect of the psychological contract fulfilment." Management Research: The Journal of the Iberoamerican Academy of Management 12, no. 2 (2014): 103–22. http://dx.doi.org/10.1108/mrjiam-08-2013-0516.
Full textAbstract:
Purpose – The aim of this study is to investigate the relationships among expatriates’ perceived human resource management practices (HRMP), psychological contract fulfilment (PCF) and turnover intention (TI). Design/methodology/approach – The study sampled 100 expatriates from a Portuguese company through a survey questionnaire. The paper used structural equation modelling (SEM) analyses to explore relationships between the variables and to test its hypotheses. Findings – Data showed that expatriates’ perceived fulfilment of their psychological contracts was negatively related to TI. The study also finds a positive relationship between HRMP and the fulfilment of psychological contract. Moreover, expatriates’ perceived fulfilment of psychological contract was found to be a mediator between HRMP and TI. Thus, a subjective perception of PCF is an important predictor of TI, but this perception is related with the HRMP developed by the organisation during the mission. Research limitations/implication – First, the study is limited due to the sample nature and the lack of longitudinal design not allowing causal relationships to be established between the variables. Second, all variables were measured using self-reported data, raising the question of whether the results may have been contaminated by common method variance. Practical implications – An important implication from this research is that organisations should develop appropriate HR practices during the mission and maintain open communications with their expatriates to ensure clear understanding of the agreement existing about the international mission. Originality/value – Few research studies are available to the authors’ knowledge to assess HRM practices with specific measure to expatriation context and with a Portuguese sample.
30
Innocent-Nwosu, Uruchi Catherine, Cross Daniel, and Nasamu Gambo. "Impact of Selected Human Resource Management Practices on Organizational Performance of Public Universities in Abia State." Global Journal of Human Resource Management 12, no. 1 (2024): 23–48. http://dx.doi.org/10.37745/gjhrm.2013/vol12n12348.
Full textAbstract:
This study examines the impact of selected human resource management practices on organizational performance of public universities in Abia State. The selected HRMP employed in this study are compensation and Recruitment and selection. A survey research design was adopted for the study. Data was collected through copies of structured questionnaire. The data collected was analysed using ordinary least square regression analysis. The result reveals that there is a significant impact of recruitment and selection and compensation on organizational performance in public universities in Abia state. Based on the findings, it is recommended that HR expertise with the help of line managers (HODs) should be made to carry out these activities so that people with the appropriate skills, attitudes and knowledge are hired. This will ensure professionalism and institutionalism in the activities of public universities. Furthermore, the management/government should endeavor to link pay to performance. This type of compensation structure is known to ensure fairness, eliminate conflicts and tension and propel employees to higher performance.
31
Chthear, Saadoun Hamoud, and Uday Salah Jihad. "Impact of HRM practices on core competencies Applied." Iraqi Administrative Sciences Journal 1, no. 3 (2017): 1–36. http://dx.doi.org/10.33013/iqasj.v1n3y2017.pp1-36.
Full textAbstract:
The main thrust of the research is to determine the impact of human resources management practices on core competencies. The research was carried out in the practical aspect of the Ministry of Construction and Housing, Municipalities and Public Works. The subject of human resources management practices is of great importance and renewed due to the sustained interest in human resources. The role of these practices has not only been limited to the human resource، but has also extended to its role at the organizational level in the direction of its development، namely، the reliance on it to qualify human resources to make them capable and capable. Which is the result of possessing substantial capabilities، which is a weapon through which organizations compete in an environment characterized by change، which in turn requires the capabilities، capabilities and resources of a renewed core، and in the field of research embodied in the testing of human resources practices، and is based on the interest of the core capabilities of the future includes the ability and capability of defensive and offensive at the same time to deal With the changing environment as a characteristic of the era، in particular that the consequences of this environmental change require an assessment and accordingly، either improve or strengthen the core capabilities، which leads to meet the requirements of the beneficiaries of the services provided by the Ministry of Wall That reconstruction and in this context، the research sample included workers in the ministry mentioned the number of employees (132) and has been used as a questionnaire for data collection، and research has found the existence of the impact of the human resources management practices and core capabilities.
32
Gelle-Jimenez, Maureen, and Hector M. Aguiling. "Leveraging human resources management (HRM) practices toward congruence of values." International Journal of Research in Business and Social Science (2147- 4478) 10, no. 1 (2021): 85–94. http://dx.doi.org/10.20525/ijrbs.v10i1.987.
Full textAbstract:
Core values are critical to an organization’s identity, mission, strategy, and success. Harmonizing personal values and the core values espoused by the organization addresses congruence gaps and ensures that the actions of employees are consistent and aligned with organizational strategies. This study aims to identify the HR management practices of a University in Manila, Philippines that promote the congruence between the personal values of employees and the core values of the organization. The qualitative research methodology was utilized to identify practices in the areas of Recruitment and Selection, Performance Management System, and Training and Development that promote congruence of values. Semi-structured interviews of key University officials were conducted using open-ended questions. A review of relevant and pertinent documents was also undertaken. The three identified HR functional areas are highlighted because these are critical in the selection, motivation, and retention of high-quality employees. Leveraging HR management practices to promote congruence entails that the values of the organization are well-defined. Employees must understand how these are translated into workplace behaviors and actions. It must be clearly laid down how these relate to their performance and the impact these have on the achievement of the overall goals of the organization.
33
جثير, سعدون حمود, and عدي صلاح جهاد. "Relationship analysis between HRM practices and core competencies." Journal of Economics and Administrative Sciences 24, no. 106 (2025): 1. https://doi.org/10.33095/j6x7n066.
Full textAbstract:
The main objective of the research is to analyze the correlation betweenhuman resource management practices and the basic capabilities. The researchwas carried out in the practical part of the Ministry of Construction, Housing,Municipalities and Public Works. Human Resources are the most importantresources owned by the Organization. And other resources, but they cannot usethem efficiently and effectively without the presence of human resources withrare, unique and unmatched natural resources by competitors, the organizationis able to guide and exploit The focus on the core competencies of the futureincludes the ability and the ability to defend and attack at the same time to dealwith the changing environment as a characteristic of the age. In particular, theconsequences of this environmental change require an assessment. Theimprovement or enhancement of the core competencies, which leads to meet therequirements of the beneficiaries of the services provided by the Ministry ofConstruction, Housing, Municipalities and Public Works. In this framework, theresearch sample included the employees of the Ministry (132) The questionnairehas been used as a data collection tool, and the research has found a correlationbetween human resources management practices and core competencies.
34
OLONADE, ZACCHEAUS O., OLUWATOBI O. OMOTOYE, and GBENGA BAMIDELE. "Human Resource Management Practices as Predictors of Employee Engagement among Independent National Electoral Commission Staff." Izvestiya Journal of the University of Economics – Varna 66, no. 1-2 (2022): 44–59. http://dx.doi.org/10.56065/ijuev2022.66.1-2.44.
Full textAbstract:
The study examines human resource management practices (HRMP) on employee engagement among Independent National Electoral Commission (INEC) staff in Osun State, Nigeria. Specifically, the study's objectives are to investigate the influence of recruitment & selection, training & development, compensation management, and employee relations on employee engagement among INEC staff in Osun State, Nigeria. Four hypotheses were postulated for testing. A cross-section research design was adopted in the study. The target population was 512 staff across the INEC offices in Osun State. Multi-stage sampling techniques, which comprised stratified, purposive, and simple random sampling techniques, were used in the study to select 160 respondents. Data collected by use of a questionnaire was analyzed through descriptive and inferential statistics. Multiple regression and ANOVA were used to test the formulated hypotheses. The study found a significant effect of recruitment & selection, compensation management, and employee relations on employee engagement. However, the study also found no significant influence of training and development on employee engagement. The study then concluded that engaged employees are the main drivers of the organization's productivity, and human resource management practices are important factors influencing employee engagement among INEC staff in Osun State, Nigeria. The study recommends that organizations revise their HR policies, keeping the above factors in attaining the targeted goals.
35
MOHANTY, Sasmita, Sitikantha MISHRA, and Ashish MOHANTY. "Green Human Resource Management: A Review of Integration of Environment and HRM Practices in Hotel Industry." Journal of Environmental Management and Tourism 12, no. 6 (2021): 1572. http://dx.doi.org/10.14505//jemt.12.6(54).13.
Full textAbstract:
The concept of ‘Green Human Resource Management Practices’ in hotel industry in gaining momentum in the recent times and has drawn a great deal of attention from the perspective of academia and the industry. This paper is a collage of reviews taken from the existing literature on the subject with a prime objective to explore about green human resource management practices in hotel industry. It has been observed after a careful perusal that green practices need a further extension from the existing practices of human resource management. The prime objective of this conceptual paper is to understand the need for green human resource practices in the hotel industry at large and to contribute towards the scope of green practices in human resources management for sustainable environmental performance.
36
Jayasekara, Padmini, and Yoshi Takahashi. "Improving post-assignment behavioral outcomes of expatriates." Journal of Global Mobility 2, no. 3 (2014): 298–316. http://dx.doi.org/10.1108/jgm-01-2014-0002.
Full textAbstract:
Purpose – The purpose of this paper is to explore the relationship between pre-departure human resource management practices (HRMPs) and post-assignment behavioral outcomes (PABOs) among Sri Lankan expatriates. Design/methodology/approach – The study focuses on three research questions, namely, first, whether individual HRMPs reinforce desirable PABO consequences, second, whether this relationship would be strengthened when HRMPs are bundled together, and third, whether the purpose of an expatriate’s international assignment would affect the strength of the relationship between HRMPs and PABOs. A questionnaire method was employed to survey Sri Lankan repatriates, and 155 responses were analyzed using a hierarchical regression analysis. Findings – The authors found that two HRMP types, namely, preparation and selection, significantly influenced job commitment, organizational commitment, and retention, both individually and when bundled. Practices such as recruitment, training, performance evaluation, and compensation, bundled with others, improved job and organizational commitment but not retention. Further, the specific task assigned to the expatriate affected the interaction between the HRMPs and their PABOs except retention. Practical implications – As bundled HRMPs influence job and organizational commitment, organizations should attempt to combine several HRMPs. However, there may be a need to customize HRMPs to improving retention and address the development-driven purpose of assignments. Originality/value – This study is amongst the first in the Sri Lankan context to emphasize the necessity of proactively managing expatriates’ PABOs before they relocate, using system and contingency approaches.
37
Aldamoe, Fathi Mohamed Abduljlil, Mohamd Yazam, and Kamal Bin Ahmid. "The Mediating Effect of HRM Outcomes (employee retention) on the Relationship between HRM Practices and Organizational Performance." International Journal of Human Resource Studies 2, no. 1 (2012): 75. http://dx.doi.org/10.5296/ijhrs.v2i1.1252.
Full textAbstract:
The matter of human resources activities have been commonly used to observe organizational performance. One of the distinctive features of HRM is that better performance is achieved through the people in the organization. In recent years significant remarks have been recorded in identifying the Human Resources Management (HRM) – performance relationship. The relationship between HRM practices and organizational performance has been well documented by the previous studies. However, authors have called for the interrogation of the mediating role of HRM Outcomes such as employee retention in the relationship between HRM practices and organizational performance. Thus, the major objective of this study is to investigate the mediating effect of HRM Outcomes (employee retention) on the relationship between HRM practices and organizational performance. Based on the evidence derived from the literature, the paper concludes that employee retention is likely to mediate in the relationship between HRM practices and organizational performance. Keywords: Human Resources management, employee retention, Human Resources management practices, organizational performance
38
Reyes, Carmen. "EFFECTIVE HRM PRACTICES IN PRIVATE SCHOOLS: INSIGHTS FROM CEBU CITY’S EDUCATION SECTOR." Pinnacle Research Journal of Scientific and Management Sciences 2, no. 2 (2025): 1–8. https://doi.org/10.55640/tprjsms-v02i02-01.
Full textAbstract:
Human Resource Management (HRM) plays a crucial role in the success of educational institutions, especially private schools, where the quality of education largely depends on the competency and commitment of teachers and staff. This article examines HRM practices among private schools in Cebu City, Philippines, exploring recruitment, training, performance management, and employee relations. The study aims to identify the challenges faced by these schools in managing their human resources and provides recommendations for improving HRM practices. Using a combination of document analysis, interviews, and case studies, this study sheds light on the current HRM practices and their effectiveness in enhancing employee satisfaction and school performance.
39
Uddin, Mohammad Main, and Rabiul Islam. "Green HRM: Goal Attainment through Environmental Sustainability." Journal of Nepalese Business Studies 9, no. 1 (2016): 14–19. http://dx.doi.org/10.3126/jnbs.v9i1.14590.
Full textAbstract:
The green Human Resources Management has emerged from companies engaging in practices related to protection of environment and maintaining ecological balance. The slogan is earning profit through environmental sustainability. This paper proposes the development of a model of green human resource management by reviewing the literature on human resource aspects of environmental management. The study followed archival method of literature review. The literature has been classified on the basis of entry to exit processes in the HRM on the basis of available literature on green Human Resources. From the perspective of green human resource management, this study argues that Green HRM can play a useful role in business in promoting environment related issues by adopting and following the processes. Finally, the paper proposes some research agenda for the future study.Journal of Nepalese Bussiness Studies Vol. 9, No. 1, 2015 pp. 13-19
40
Carolina, Mentari Vindi, Husni Muhamad Rifqi, and Hafinas Halid. "Enhancing the Environmental Performance of Organizations through Green HRM: The Role of Individual Green Behavior." Vol.3, Issue 2, Dec 2022 3, no. 1 (2022): 7–15. http://dx.doi.org/10.55862/asbjv3i1a002.
Full textAbstract:
Green Human Resource Management (GHRM) has become a primary strategic practice for major businesses with human resource divisions involved in greening the workplace. Green Human Resources Management (GHRM) is described as a set of techniques, plans, strategies, procedures, and practices aimed at encouraging green Employee behavior in ways that promote an environmentally friendly, resource-sustainable, and socially responsible workplace and organization. The phrase Green Human Resource Management (GHRM) refers to an organization's commitment to a broader environmental policy in its business policies and human resource management activities. It necessitates the use of any employee to enhance environmental performance and raise employee involvement and participation to sustainable development. This research will be conducted to determine the relationship and how green HR practices can affect an organization's environmental performance.
41
Areej Saad Hasan Abunaila and Shaymaa Mahdi Kadhim. "Improve the Competitive Advantage Through Human Resources Management Practices in the Iraqi Banking Sector." International Journal of Professional Business Review 7, no. 6 (2022): e0891. http://dx.doi.org/10.26668/businessreview/2022.v7i6.e891.
Full textAbstract:

 
 
 
 Purpose: This study's objective is to assess this relationship in the context of the banking industry in Iraq. The human resources management practices (HRMPs)
 Theoretical framework: in this study included recruiting and selection, training and development, performance appraisal, compensation and reward to testing relationship HRMPs.
 Design/methodology/approach: in this study; We analysed by used a quantitative approach, and 246 employees were selected as a sample and given a questionnaire. The SPSS software was used to examine the data that were obtained from the questionnaire.
 Findings: The study's findings revealed a variety of hypotheses and conclusions, including the following: competitive advantage (CA) is positively impacted by recruitment and selection. CA is considerably and significantly influenced by compensation and reward. Similar to how performance appraisal do, they significantly boost CA. However, it is important to note that training and development have a significant negative effect on CA.
 Research, Practical & Social implications: Overall, it was shown that the Iraqi banking sector is benefiting from increased interest in HRMPs by enabling CA.
 Originality/value: The Previous studies indicate that the number of publications in the HRMPs area is growing, Our current study attempts to bridge the research gap in this field, and that the originality in the research comes from the application of these variables in the Iraqi banking sector.
 
 
 
42
Basory, Hartomy Akbar, Muhamad Danny Pratama*, and Sherla Margaretha. "Human Resources Management System in Digital Economy (Empirical Study on Elcom+)." Riwayat: Educational Journal of History and Humanities 7, no. 3 (2024): 944–52. http://dx.doi.org/10.24815/jr.v7i3.39520.
Full textAbstract:
This research uses qualitative analysis method techniques and data collection using observation, depth interviews, questionnaires, and comparative analysis techniques. This research analyzes the trends in human resources management systems, and HRMS in the digital economy implemented by the Russian company, Elcom+ LLC. The problem and subject matter of this research are how to study the trends of HRMS in the digital economy in improving company performance, and whether the analysis of suitable international experience and Russian HRM practices has an impact on improving company performance. The result is an effective modern HRM supported by the disciplines of digital management, site development technology, HRM knowledge, and innovation management and offers a favorable system for the application of new methods of recruiting and selecting employees, to attract talent, motivate, stimulate employees, and also timeliness is a virtue. Therefore, the purpose of this research is to study the trends of HRMS in the digital economy through the analysis of international experience and find the analysis of international experience and HRM practices of enterprises in Russia. The results of this study have an impact on HRM and corporate financial management. Furthermore, the conclusion of this research is the potential role of HR designed to meet the challenges of automation and digital transformation in organizations and agile work culture. Moreover, the results outline that HRM systems can be compared, developed, and additionally applied to the digital economy system with the support of site development technology and cloud systems.
43
Hijazi, Haitham Ali, Hassan Al-Wahshat, Adnan Taha, et al. "Exploring the link between human resource management practices and financial performance: The moderating effect of organizational culture." Uncertain Supply Chain Management 12, no. 3 (2024): 1885–902. http://dx.doi.org/10.5267/j.uscm.2024.2.014.
Full textAbstract:
This study investigates the relationship between Human Resource Management Practices (HRMP) and Financial Performance in the Jordanian Banking Sector, with a particular focus on the moderating effect of Organizational Culture. Employing a quantitative research approach, data was collected through surveys distributed among 353 employees in the Jordanian Banking Sector using a structured questionnaire. Random sampling was adopted as the sampling method. The findings from a partial least square structural path analysis reveal significant positive relationships between HRM practices (Employees Training, Incentives, Recruitment, Decentralization, and Job Security) and Financial Performance. Notably, Decentralization emerges as the strongest positive influencer, while Job Security exhibits a negative association with Financial Performance. Furthermore, the results from moderation analysis indicate significant interaction effects between Organizational Culture and various factors on Financial Performance in particular, the relationship with Employees Training, Incentives and Decentralization is positive toward Financial Performance that concludes a significant organizational culture increases HRM practices effects on financial results. On the other hand, allocation of job security dampens Financial Performance that suggests instead a healthy firm culture may neutralize over and above what is gained from guaranteeing employee job. On the other hand, in nonreciprocal interactions such as Organizational Culture and Recruitment does not substantially influence Firm’s financial performance; this implies that culturally organizational may play an insignificant moderating role between recruitment practices than to firm outcomes. These research findings further elaborate the intricate relation in between HRM practices, Organizational Culture and Financial Performance through Jordanian Banking Sector. This study is vital and important to both researchers for the argument that this paper has advanced above all, as well as managers in practice who should do their best at creating such a positive organizational culture which will enable HRM practices becoming more effective., thereby leading to better financial performance of banking organizations.
44
Rahman, Mostafizur, Rafia Akhter, Solaiman Chowdhury, Saiful Islam, and Reiazul Haque. "HRM Practices and it Impact on Employee Satisfaction: A Case of Pharmaceutical Companies in Bangladesh." International Journal of Research in Business and Social Science (2147-4478) 2, no. 3 (2013): 62–67. http://dx.doi.org/10.20525/ijrbs.v2i3.74.
Full textAbstract:
The manufacturing and service sectors in Bangladesh have been growing rapidly since the beginning of twenty first century. From the beginning of the industrial development in Bangladesh, some sectors including pharmaceutical are demonstrating extraordinary performance in manufacturing process. The study has been conducted on four large scale pharmaceutical companies based on their employees’ response. Various statistical tools were used including mean, z-test, proportion analysis etc. to analyze the satisfaction level of employees upon the critical aspects of human resource management practices. In this study, it has been aimed to assess the employee satisfaction on human resource management practices of pharmaceutical companies in Bangladesh. The human resource management practices are directly linked with the human resources of any organization. The findings of this study illustrate that the recruitment & selection, and training & development are in state of employee satisfaction level except all other aspects of human resource management practices are poor. For the success of the pharmaceutical companies it is crucial time to make the workforce more effective and efficient by practicing the human resource management aspects in their every level of work life.
45
Mohitul, Ameen Ahmed Mustafi, Rahman Tanzia, and Jahan Nusrat. "Human Resource Management (HRM) Practices of the Banking Sector in Bangladesh: A Study on Private Commercial Bank." Asian Business Review 6, no. 3 (2016): 141–50. https://doi.org/10.18034/abr.v6i3.39.
Full textAbstract:
The purpose of this study is to find out HRM practices on the private commercial banking sector in Bangladesh. The researches want to examine the human resources management practices in the field of banking sector. It evaluates and compares existing human resources management activities of the employee like; job analysis, human resource planning, talent acquisition, training &development, performance appraisal, compensation, and the industrial relation of nine selective commercial banks. For conducting this research, 100 bank employees are randomly selected from the seven different banks. And out of this 91 employees responses properly; the response rate is 91 percent. The questionnaire consists of individual questions on seven HRM dimensions. The questionnaires were developed by considering five point Liker scale. The collected data were analyzed by applying both descriptive and inferential statistical techniques such as factor analysis and structural equation model (SEM). The SEM results indicated that job analysis, human resource planning, training & development, compensation, and industrial relation significantly and positively associated with overall human resource practices in private commercial banking sectors in Bangladesh. <strong>JEL Classifications:</strong> M10; M12; M19
46
Ibrahim, Muinat Abiodun, Mutiat Bukola Yusuff, and Monsurat Folake Adebayo. "Human Resources Management Practices in Nigerian Public Secondary Schools in Relation to HRM Principles: A Critical Appraisal." Parrot: A Multi-Disciplinary Journal of the Federal College of Education, Iwo 1, no. 2 (2024): 73–82. https://doi.org/10.5281/zenodo.15088264.
Full textAbstract:
The necessary homage has not been paid to human resources management in Nigerian public secondary schools. Hence, this study critically appraised human resources management (HRM) procedures in Nigerian public secondary schools, particularly how well they adhere to accepted HRM principles. This paper described human resources management as the effective management and development of employees toward achieving the goals of an organization. The paper explored applying strategic human resources management principles to enhance workforce productivity, organizational effectiveness, and student outcomes. The components of human resources management were explained as strategic human resources planning, recruitment and selection process, staff development, compensation and benefit, and performance evaluation to mention but a few. Challenges of human resources management were examined as inadequate funding, shortage of qualified teachers, poor compensation and motivation, inadequate staff development, and brain drain among others. The paper suggested among other things, that increased funding, strengthening teacher recruitment and retention strategies, enhancing compensation and benefits, and investing in professional development will move the educational sector forward and foster a conducive and progressive working environment for all employees.
47
Ganapathy, S., and M. Ashokkumar. "A study on organizational factors for successful execution of human resource management (HRM) practices in private hospitals." International Journal of Engineering & Technology 7, no. 1.1 (2017): 52. http://dx.doi.org/10.14419/ijet.v7i1.1.8922.
Full textAbstract:
The existing thoughts in Human Resources Management put emphasis on knowledge sharing and team creation instead of individuals, informal learning, individual expertise, flexibility in use of skills, severe limits between healthcare organization and professionals. The organizational climate, efficiency, successfulness and innovativeness are the organizational factors for successful execution of Human Resource Management (HRM) practices in private hospital. The results also show that there is significant difference between socio economic profile of employees of paramedics and organizational factors for successful execution of Human Resource Management (HRM) practices in private hospital. The private hospitals should give conducive working environment to their employees of paramedics through applying advanced technologies, high organizational values, excellent organizational culture, rewards and incentives. In addition, they should promote sharing of knowledge and skills, inter personal relations and leadership among employees of paramedics for successful execution of human resource management practices.
48
Aakanksha Saxena. "Sustainable HRM: Enhancing Organizational Resilience and Adaptability." International Journal of Sustainability and Multidisciplinary Research 1, no. 2 (2025): 1–15. https://doi.org/10.71214/g7r6vf83.
Full textAbstract:
The idea of sustainability is receiving recognition in the HR sector and shaping the development of a sustainable HRM strategy for employees. The prevailing consensus in human resource management (HRM) literature indicates that organizations seeking to attract and retain talent for future business operations must shift the current paradigm where human resources are exploited instead of nurtured. However, achieving sustainability objectives through the organization's human resources has received very little attention from specialists. Although scholars have recently gained interest in this field, the literature concerning the topic remains fragmented and diverse. The research is mainly descriptive and centers on illustrating the idea of sustainable HRM uncomplicatedly. Sustainable HRM is viewed as an extension of strategic HRM, offering a new approach to people management that prioritizes long-term enhancement, regeneration, and rejuvenation of human resources. Subsequently, the characteristics of sustainable HRM in contrast to conventional HRM are unclear. The research evaluates the immediate impacts of Sustainable HRM practices on organizational resilience and adaptability. The key findings emphasize how sustainable HRM practices affect organizational resilience both directly and indirectly.
49
Chattopadhyay, Debalina. "Green HRM Practices in IndiaA Study on Selected Companies." International Journal of All Research Education and Scientific Methods 12, no. 03 (2024): 982–90. http://dx.doi.org/10.56025/ijaresm.2023.120124981.
Full textAbstract:
Human beings are always related with phenomena of nature, and thereby in today’s concept everything needs to be managed in such a manner that our nature, the place of our sustainability remains in its best condition. The same flow has been felt in the concept of business and interrelated activities of business. The primary concern that remains for any business is management policies and above everything it is the human which needs to be directed in proper manner, so that the concerns of any business are protected. This paper presents the idea of managing the human resources, better known as Human Resource Management (HRM), which go with the concern of protecting the nature which is titled as Green HRM. The study briefly explains the concept of Green HRM and its impact on different companies through survey of Indian Literatures to finally emphasize over the prospect of Green HRM in organizational structure.
50
Iqbal, Salman, Ivan Litvaj, Mário Drbúl, and Mamoona Rasheed. "Improving Quality of Human Resources through HRM Practices and Knowledge Sharing." Administrative Sciences 13, no. 10 (2023): 224. http://dx.doi.org/10.3390/admsci13100224.
Full textAbstract:
One of the objectives of this paper is to examine the empirical effects of certain Human Resource Management (HRM) practices and reciprocity as antecedents of knowledge-sharing (KS) behavior. In an organization, human resource knowledge quality plays a key role in the effective performance of the organization by communicating their knowledge with management and co-workers to perform their tasks in a better way. This is possible only when useful and relevant quality knowledge is successfully shared. Despite various studies on this topic, there is little research on KS and HRM practices in developing countries like Pakistan. A survey-based approach is used for data collection from different employees in the banking sector of Pakistan. The hypotheses are formulated based on the four HRM practices and reciprocity. The dataset is critically investigated using structural equation modeling (SEM). The results of this study suggest that reciprocity, recruitment and selection, and performance appraisals have a significant relationship with KS behaviour. Furthermore, KS is independent of employees’ training and development along with incentive systems in organizations. The contribution of this paper is how certain HR practices and employees’ perceptions about reciprocity influence employees’ knowledge sharing in an organization. This paper assists employers, employees, policymakers, and scholars to understand the factors that can promote knowledge sharing. This study also highlights the significant role of Human Resource Practices (HRP).