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Journal articles on the topic 'HRM'

To see the other types of publications on this topic, follow the link: HRM.

Author: Grafiati

Published: 4 June 2021

Last updated: 25 May 2024

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1

E Vahdati, Sahar, Maniyarasi Gowindasamy, Anahita Ghanad, Audrey Lim Li Chin, and Javad Shahreki. "E-HRM Delivers Better HRM Services." International Journal of Services and Operations Management 1, no. 1 (2022): 1. http://dx.doi.org/10.1504/ijsom.2022.10052300.

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2

Hoffmann, Kinga. "Measuring HRM Effectiveness as a Challenge to Contemporary HRM Scientists (HRM Context)." Kwartalnik Ekonomistów i Menedżerów 33, no. 3 (December 1, 2014): 7–24. http://dx.doi.org/10.5604/01.3001.0009.4590.

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The paper presents the issue of measuring HR effectiveness. Author refers to interna‑tional human resource management and tries to explain how wide and complicated the phenomenon is. The aim of the paper is to recognize the problem of measuring HRM effectiveness. The method used in the research process is a literature overview. Thus the author managed to recognize the problem of measuring HRM effectiveness, indicate the gap in previous scientific work and specify the author’s own field for developing in future. The paper consists of following parts: introduction, theoretical assumptions of the HR effectiveness, results of a literature overview on HRM effectiveness including the international context, conclusions.

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3

Hendy, Nhung T. "The HRM Simulation Effectiveness in Teaching HRM." Academy of Management Proceedings 2018, no. 1 (August 2018): 11383. http://dx.doi.org/10.5465/ambpp.2018.93.

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4

Cassar, Vincent, and Frank Bezzina. "EVIDENCE-BASED HRM THROUGH ANALYTICS: REDUCING THE PROPENSITY OF HRM TO BECOME A CINDERELLA." NAUKI O ZARZĄDZANIU, no. 33 (2017): 3–10. http://dx.doi.org/10.15611/noz.2017.4.01.

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5

Mariappanadar, Sugumar, and Robin Kramar. "Sustainable HRM." Asia-Pacific Journal of Business Administration 6, no. 3 (September 1, 2014): 206–24. http://dx.doi.org/10.1108/apjba-03-2014-0039.

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Purpose – The purpose of this paper is to examine sustainable human resource management (HRM) based on the synthesis and simultaneous effects of high-performance work systems (HPWS) on organisational performance and employee harm in five Asia Pacific countries. Design/methodology/approach – Data collected using the CRANET survey instrument was analysed using two canonical correlation analyses. Findings – This study found flexible high-performance work arrangements (FHPWA), such as tele-working and compressed working week could have a negative effect on organisational performance. However, it also found that employee benefits and trade union influence have a moderating effect on the impact of FHPWA resulting in improved organisational profitability and reduction of employee harm. Research limitations/implications – Limitations include the aggregation of the data from the five countries and consequently the neglect of national institutional factors on the impact of HPWS on outcomes. A limited number of factors were used as indicators of HPWS, organisational performance and employee wellbeing/employee harm. Practical implications – This study indicates particular HRM policies considered as part of a HPWS have different impacts on organisational profitability and employee wellbeing. There is a need for further research to determine the impact of particular policies and to also examine the interaction and moderating effects of high-performance work practices and trade unions. Originality/value – This study contributes to the growing body of knowledge on sustainable HRM by examining the impact of HPWS on organisational performance and employee wellbeing. It is the first time this has been examined in Asian pacific countries.

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Lakhera, Anupama, and Pooja Sharma. "Green HRM." International Journal of Knowledge-Based Organizations 10, no. 3 (July 2020): 1–8. http://dx.doi.org/10.4018/ijkbo.2020070101.

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Green HRM is a concept that is fast gaining prominence in the field of management. This review article discusses Green HRM for implementing best HR practices for reducing employees' carbon footprint and thus leading to sustainable growth within the organization. It explores how Green HRM can achieve the integration of environment-friendly HR practices and activities in order to achieve long-lasting sustainable development and a reduction of the employee carbon footprint. The data is collected on the basis of secondary sources such as articles, research papers, case studies, and internet websites. Green HRM does not only imply awareness and concern towards environmental issues, it favors the economic as well as social wellbeing of the employees and organization. This article deliberates on the Green HRM approach and the prominent part it can play in integrating and merging the HR practices within the organization in favour of the environment.

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7

Ruël, Huub J. M., Tanya V. Bondarouk, and Mandy Van der Velde. "The contribution of e‐HRM to HRM effectiveness." Employee Relations 29, no. 3 (May 2007): 280–91. http://dx.doi.org/10.1108/01425450710741757.

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8

Bondarouk, Tanya, Rainer Harms, and David Lepak. "Does e-HRM lead to better HRM service?" International Journal of Human Resource Management 28, no. 9 (December 24, 2015): 1332–62. http://dx.doi.org/10.1080/09585192.2015.1118139.

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9

Hauff, Sven, Dorothea Alewell, and Nina Katrin Hansen. "HRM System Strength and HRM Target Achievement-Toward a Broader Understanding of HRM Processes." Human Resource Management 56, no. 5 (July 20, 2016): 715–29. http://dx.doi.org/10.1002/hrm.21798.

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10

KLIETSOVA, NATALIIA, YURII KOTVIAKOVSKYI, YAROSLAV MELNYK, SERHII SOLDATKIN, ROMAN UDOVENKO, and VOLODYMYR GURKOVSKYI. "INTERNATIONAL SOCIO-LEGAL APPROACHES TO HUMAN RESOURCES MANAGEMENT IN CONDITIONS OF DIGITALIZATION." AD ALTA: Journal of Interdisciplinary Research 13, no. 2 (July 12, 2023): 144–50. http://dx.doi.org/10.33543/j.130235.144150.

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The article discusses recently aggravated challenges of international human resource management (IHRM) in the context of rapidly ongoing digital transformation, tightened regulatory requirements, and unprecedented since 1960s growth of unionization. Particular attention is given to the concept of human capital management (HCM) as the logical continuation of HRM, as well as ‘sustainable HRM’, and the matrix of HRM units activities to ensure the implementation of sustainable development is suggested. The possibilities of AI application in social and legal approaches to IHRM within HCM ecosystems are outlined.

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11

You, Seoung Woo, and Ji Hwan Park. "The Impact of the High Commitment HRM System on Employees' Innovation Behavior: The Mediating Role of Acceptance of Organizational Change and the Moderating Role of HRM System Strength." Academic Society of Global Business Administration 21, no. 1 (February 28, 2024): 56–85. http://dx.doi.org/10.38115/asgba.2024.21.1.56.

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This study aims to elucidate the mediating role of acceptance of organizational change in the process through which the high commitment HRM System influences organizational members' innovative behavior. Additionally, the study seeks to empirically demonstrate the moderating effect of HRM system strength on the relationship between acceptance of organizational change and innovation behavior. Existing studies have predominantly treated employees' perceptions as mediating variables in the impact of high commitment HRM systems on firm performance. However, the role of HRM systems in managing organizational change for employees, focusing on emotional and cognitive processes such as trust and commitment in the organization, has been overlooked. Therefore, based on social exchange theory, goal-setting theory, self-efficacy theory, and role theory, this study proposes and validates a research model. The survey was conducted targeting HR professionals and employees in domestic companies with 50 or more employees. The analysis utilized responses from 40 HR professionals and 274 employees. The research findings confirm the mediating role of acceptance of organizational change in the connection between high commitment HRM systems and employees' innovative behavior. Moreover, it is verified that HRM system strength moderates the relationship between acceptance of organizational change and innovation behavior. The high commitment HRM system exhibited a moderated mediating effect of HRM system strength in the process through which it mediates acceptance of organizational change to influence innovation behavior.

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12

Al-Harazneh, Yaser M., and Ismail Sila. "The Impact of E-HRM Usage on HRM Effectiveness." Journal of Global Information Management 29, no. 2 (March 2021): 118–47. http://dx.doi.org/10.4018/jgim.2021030107.

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This study investigated the impact of electronic human resource management (e-HRM) implementation on the effectiveness of HRM system. The framework of this study was guided by three theories: unified theory of acceptance and use of technology, the social exchange theory, and the leader-member exchange theory. Covariance-based structural equation modelling was used to test the proposed model and hypotheses. The sample consisted of 282 responses from the employees of two telecommunications companies in Jordan. The research findings suggested that performance expectancy had a significant positive effect on behavioural intention to use an e-HRM system, whereas effort expectancy did not. Facilitating conditions had a positive significant impact on e-HRM system usage. Top management support and the HRM role of line managers positively affected behavioural intention to use e-HRM and actual usage of e-HRM, whereas the effect of HR professionals on e-HRM usage was negative. Finally, the actual usage of e-HRM had a significant impact on HRM system effectiveness.

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13

Markoulli, Maria Panayiota, Colin Idzert Sarkies Lee, and Will Felps. "Mapping HRM: A Structural Analysis of the HRM Field." Academy of Management Proceedings 2017, no. 1 (January 2017): 11875. http://dx.doi.org/10.5465/ambpp.2015.70.

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14

Sanders, Karin, and Jan Kees Looise. "The Value of HRM?! Optimising the Architecture of HRM." management revu 17, no. 3 (2006): 219–22. http://dx.doi.org/10.5771/0935-9915-2006-3-219.

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15

Aust, Ina, Brian Matthews, and Michael Muller-Camen. "Common Good HRM: A paradigm shift in Sustainable HRM?" Human Resource Management Review 30, no. 3 (September 2020): 100705. http://dx.doi.org/10.1016/j.hrmr.2019.100705.

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16

Kurniawati, Endah, and Lilis Ardini. "GREEN HRM: A STUDY OF ENVIRONMENTALLY-FRIENDLY HRM PRACTICES." International Conference of Business and Social Sciences 3, no. 1 (January 15, 2024): 462–73. http://dx.doi.org/10.24034/icobuss.v3i1.400.

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This qualitative research aims to explore the implementation of Green HRM at PT. Go To. The research method used is descriptive qualitative with document study data collection techniques. The documents used in this research are sustainability reports and data contained in the PT. Go To website, as well as other supporting data from mass media and the internet. The data analysis technique used is content analysis. The results showed that PT. Go To has implemented several Green HRM practices, such as the use of renewable energy, reduction of greenhouse gas emissions, reduction of paper use, and increased environmental awareness through internal training and campaigns. This research contributes to the development of literature regarding the implementation of Green HRM in companies. In addition, the results of this study can be an input for PT. Go To in improving Green HRM practices in the future.

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17

Obeidat, Shatha M. "The link between e-HRM use and HRM effectiveness: an empirical study." Personnel Review 45, no. 6 (September 5, 2016): 1281–301. http://dx.doi.org/10.1108/pr-04-2015-0111.

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Purpose The purpose of this paper is to present results from an empirical study at the a Telecommunication company in Jordan on the impact of electronic-human resource management (e-HRM) use on human resource management (HRM) effectiveness. Moreover, by applying the unified theory of acceptance and use of technology, the study seeks to examine the mediating effect of the intention to use e-HRM on the relationship between e-HRM determinants (i.e. performance expectancy, effort expectancy, and social influence) and e-HRM use. This study adds a major contribution to the e-HRM literature by empirically examining the effect of e-HRM use on HRM effectiveness at both the policy and practice levels. Design/methodology/approach Data were collected from employees working in Telecommunication company in Jordan about their perception towards the use of the e-HRM system and HRM effectiveness of policies and practices. Findings The findings provide support for the positive contribution of the use of e-HRM on HRM effectiveness at both the policy and practice levels. It also confirms mediating effects of user intention on the link between e-HRM determinants (both performance expectancy and social influence) and e-HRM use. Research limitations/implications This study emphasises the relevance of e-HRM in increasing HRM effectiveness. limitations of the study include cross-sectional data and the difficulty to form generalisation from the research restricted to a single company. Originality/value This study represent a first attempt to examines the impact of e-HRM use on HRM effectiveness at both levels: policy and practice. It also reveals that relationship between e-HRM determinants and e-HRM use is mediated with e-HRM user intention.

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18

Greenwood, Michelle, and R. Edward Freeman. "Ethics and HRM." Business and Professional Ethics Journal 30, no. 3 (2011): 269–92. http://dx.doi.org/10.5840/bpej2011303/413.

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19

Gall, Gregor. "HRM in practice." Personnel Review 24, no. 3 (May 1995): 43–55. http://dx.doi.org/10.1108/00483489510089641.

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20

SPECTOR, BERT. "HRM at Enron:." Organizational Dynamics 32, no. 2 (May 2003): 207–20. http://dx.doi.org/10.1016/s0090-2616(03)00019-6.

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21

Budhwar, Pawan S., and Naresh Khatri. "HRM in Context." International Journal of Cross Cultural Management 1, no. 3 (December 2001): 333–56. http://dx.doi.org/10.1177/147059580113005.

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22

Vassalou, Leda. "Measuring HRM innovativeness." International Journal of Human Resources Development and Management 5, no. 4 (2005): 342. http://dx.doi.org/10.1504/ijhrdm.2005.008507.

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23

Pilania, Aarzoo. "Green HRM Practices." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 05 (May 9, 2024): 1–5. http://dx.doi.org/10.55041/ijsrem33488.

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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.

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24

Ahmed, Ammar, and Habil Slade Ogalo. "From HRM to E-HRM: Contemporary Developments from Scholarly Work." Annals of Contemporary Developments in Management & HR 1, no. 1 (May 1, 2019): 1–6. http://dx.doi.org/10.33166/acdmhr.2019.01.001.

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The present article aims to shed light on the concept of Human Resource management. Therein, the authors have attempted to underline some of the important developments in the arena of HRM and where it leads the understanding to. The article elaborates on the growing shift from HRM to E-HRM and why it is becoming inevitable for businesses to understand and accept it. The discussion also highlights detailed explanation of the features and prospects of E-HRM and its uniqueness in comparison with traditional HRM practices. In parallel, the article also expounds on HRM as a strategic concept whilst unleashing on elements relating to technological primacy. The article aims to serve as a guideline for individuals enthusiastic to conduct scholarly work in the area of E-HRM and its strategic importance in the years to come.

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25

Janssens, Maddy, and Chris Steyaert. "HRM and Performance: A Plea for Reflexivity in HRM Studies." Journal of Management Studies 46, no. 1 (January 2009): 143–55. http://dx.doi.org/10.1111/j.1467-6486.2008.00812.x.

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26

Innes, Peter, and Retha Wiesner. "Beyond HRM intensity: Exploring intra-function HRM clusters in SMEs." Small Enterprise Research 19, no. 1 (October 2012): 32–51. http://dx.doi.org/10.5172/ser.2012.19.1.32.

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27

Bos-Nehles, Anna C., and Jeroen G. Meijerink. "HRM implementation by multiple HRM actors: a social exchange perspective." International Journal of Human Resource Management 29, no. 22 (March 4, 2018): 3068–92. http://dx.doi.org/10.1080/09585192.2018.1443958.

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28

Brewster, Chris, Wolfgang Mayrhofer, and Adam Smale. "Crossing the streams: HRM in multinational enterprises and comparative HRM." Human Resource Management Review 26, no. 4 (December 2016): 285–97. http://dx.doi.org/10.1016/j.hrmr.2016.04.002.

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29

Meijerink, Jeroen G., Tanya Bondarouk, and David P. Lepak. "Employees as Active Consumers of HRM: Linking Employees’ HRM Competences with Their Perceptions of HRM Service Value." Human Resource Management 55, no. 2 (April 9, 2015): 219–40. http://dx.doi.org/10.1002/hrm.21719.

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30

Wang, Lijun, Yu Zhou, and Guoyang Zheng. "Linking Digital HRM Practices with HRM Effectiveness: The Moderate Role of HRM Capability Maturity from the Adaptive Structuration Perspective." Sustainability 14, no. 2 (January 17, 2022): 1003. http://dx.doi.org/10.3390/su14021003.

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In recent years, increasing attention has been paid to digital human resource management (HRM) practices. Nonetheless, the impact of digital HRM practices is not yet fully understood by practitioners and researchers. Drawing from adaptive structuration theory (AST), we suggest that HRM capability maturity is a key boundary condition for understanding the effectiveness of digital HRM practices. By employing a path analysis approach on a sample of 1770 enterprises in China, this study found that the use of digital HRM practices impacts HRM effectiveness through the internal consistency of HR practices and external social networking of HR managers with line managers. The positive or negative effects of digital HRM practices depend on the enterprise’s HRM capability maturity. While the majority of previous studies have explored the impact of digital HRM on organizations, including the effects on cost reduction and organizational performance, our study expanded the focus on the outcomes of digital HRM to include employees’ perceptions of HRM effectiveness, which can further influence employees’ attitudes and organizational behaviors. The implications of our findings for research and practice are discussed.

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Lee, Dong-Joon, and Soo-Yeol Park. "A Study on the Conceptualization and Perception Discrepancies of HRM Strength Attributes: A Focus on Perceptual Differences in the Domestic Corporate Management Environment." Korea International Trade Research Institute 19, no. 6 (December 31, 2023): 195–215. http://dx.doi.org/10.16980/jitc.19.6.202312.195.

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Purpose - This study focuses on the restructuring of the terminology and subdimensions of HRM Strength, as it is deemed not suitable for the domestic corporate environment. Design/Methodology/Approach - The research involved the formation of three groups (6 companies, with 2 domestic banks, 3 major companies, 2 venture companies, and 15 HR directors and general employees), and conducted interviews through Focus Group Interviews (FGI). Findings - The study results indicate that the conceptualization of HRM Strength by Bowen and Ostroff (2004), specifically in terms of distinctiveness (visibility, understandability, legitimacy of authority, relevance), consistency (instrumentality, validity, consistent HRM messages), and consensus (agreement among principal HRM decision makers fairness), has been modified into terminology that is easier for domestic HR directors and employees to understand. The terminology change and subdimension restructuring transformed distinctiveness into HRM Systemicity (visibility, understandability, consistent HRM messages), consistency into HRM Fairness (instrumentality, validity, agreement (agreement among principal HRM decision makers + fairness), and consensus into HRM Expertise (legitimacy of authority, relevance). Research Implications - Despite some limitations, such as the absence of empirical validation for the suitability of the new terminology, this study is significant in that it restructured and conceptualized the HRM Strength concept to be more suitable for domestic companies through FGI. It also identified issues related to the understanding of HRM Strength attributes in corporate settings and the perception of terminology, as well as laid the foundation for terminology change, new terminology definitions, and the restructuring of HRM Strength subdimensions.

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32

AZAROVA, Anzhelika, Yuliia MIRONOVA, Anatolii SHIYAN, and Olena YARMOLA. "ANALYSIS OF THE DISADVANTAGES AND ADVANTAGES OF THE MODERN HRM SYSTEMS FOR OPTIMIZING THE FUNCTIONING OF ENTERPRISES." Herald of Khmelnytskyi National University. Economic sciences 316, no. 2 (April 27, 2023): 89–96. http://dx.doi.org/10.31891/2307-5740-2023-316-2-13.

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This article is devoted to the analysis of the advantages and disadvantages of modern HRM systems for optimizing the work of enterprises. Among the most common HRM information systems, such as built-in, cloud and mobile systems, «Zoho People», «OrangeHRM», «CakeHR», «Workable», «BambooHR», «SAP SuccessFactors», «Workday HCM», «DeloPro», «HugeProfit», «ISpro», «Scala HR», «Axapta HR Management», «IRenaissance Human Resources / Payroll», «Hurma System», “Vchasno» were researched. A detailed study of the disadvantages and advantages of the mentioned HRM systems helps to determine the optimal system for researched enterprise (organization) according to the specifics of its activity, opportunities, and potential. The authors note that the successful implementation of HRM systems requires interaction between the IT department and the personnel management department, as well as a clear understanding of the organization’s needs and goals. The article proves that HRM systems are a necessary tool for optimizing the work of enterprises, but their implementation should be carried out taking into account the specific needs and capabilities of the organization.

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Kim, Mijeong, and Woonki Hong. "The Adoption and Utilization of Algorithmic HRM: The Impact of Organizational Management Orientation." Korean Academy of Organization and Management 48, no. 1 (February 29, 2024): 83–101. http://dx.doi.org/10.36459/jom.2024.48.1.83.

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The increasing use of advanced technologies in human resource management, such as big data driven decision making, HR analytics, and AI-enhanced selection processes, is a notable trend. Algorithmic HRM refers to the application of advanced algorithms to automate tasks within human resource management or to facilitate data-driven decision making. This study seeks to investigate the differences in the adoption and utilization of algorithmic HRM among organizations based on organizational management orientations. In particular, this study posits that companies may vary in their perception of usefulness and ease of use for algorithm HRM depending on two distinct management orientations: control structure and external orientation. Based on the empirical analysis of 329 companies, our findings indicate that organizations with a control structure orientation, compared to those valuing flexibility structure, were more likely to adopt and utilize algorithmic HRM. Similarly, our results show that companies prioritizing the integration of internal resources, rather than relying on external environments, tend to be more engaged with algorithmic HRM. Based on these findings, the study discusses theoretical and practical implications and suggests future directions for algorithm HRM research.

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34

Oswal, Nidhi, and G. L. Narayanappa. "Evolution of HRM to E-HRM to Achieve Organizational Effectiveness and Sustainability." International Journal of Business Administration and Management Research 1, no. 2 (September 15, 2015): 22. http://dx.doi.org/10.24178/ijbamr.2015.1.2.22.

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This paper aims to study the role of HRM in contribution to organizational effectiveness (OE) and understand the evolving relationship between them over past years and in the future. This paper will also focus on evolution of HRM over the period of time and the challenging role of HRM in the 21st century. In last, paper will discuss about introduction of Information and Communication Technology (ICT) to HRM in terms of e-HRM and how e-HRM can contribute towards organizational sustainability.

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35

Buddhakosai, Waradee, Manakorn Sukmak, Worata Klinsawat, Somphot Duangchantrasiri, Achara Simcharoen, Boripat Siriaroonrat, and Worawidh Wajjwalku. "Discrimination of tiger using a novel high resolution melting (HRM) and multiplex SNP-specific HRM (MSS-HRM) technique." Forensic Science International: Genetics 13 (November 2014): 30–33. http://dx.doi.org/10.1016/j.fsigen.2014.07.001.

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36

De Alwis, Adambarage Chamaru, Berislav Andrlić, and Marko Šostar. "The Influence of E-HRM on Modernizing the Role of HRM Context." Economies 10, no. 8 (July 27, 2022): 181. http://dx.doi.org/10.3390/economies10080181.

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Human Resource Management (HRM) practitioners must play multiple roles to achieve both functional and organizational objectives. In the current business environment, Electronic Human Resource Management (E-HRM) is a pervasive application of Information Technology (IT), and its global adoption is now widespread. This study’s primary objective is to determine the effect of E-HRM implementation in Sri Lanka on the evolving HRM function. The study employed a qualitative methodology. On the basis of prior research, a study framework was formulated. After collecting the findings, the researcher analyzed the data using the study framework. To answer the research question and attain the research objectives, the researcher compared the theory to the findings during the analysis. The researcher determined that HRM was unfamiliar with E-HRM applications but was utilizing E-HR tools in their daily operations. According to the study, HRM places a greater emphasis on administrative tasks. The greatest benefit of implementing E-HRM practice is that it liberates HRM from intermediary roles, allowing them to focus on strategic planning in HR organizations and transforming HR practitioners from administrative paper handlers to strategic planners.

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37

Li, Mengwei, and Clint Chadwick. "Go from HRM Practices to HRM capabilities: A Dynamic Capabilities Perspective." Academy of Management Proceedings 2020, no. 1 (August 2020): 13977. http://dx.doi.org/10.5465/ambpp.2020.13977abstract.

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38

Bos-Nehles, Anna C., Jordi Trullen, Keith Townsend, Anna C. Bos-Nehles, Jeremy Ray Brees, Sophie Anna De Winne, Rebecca Hewett, et al. "Beyond HRM Implementation: New Avenues for Line Managers Through HRM Differentiation." Academy of Management Proceedings 2020, no. 1 (August 2020): 16519. http://dx.doi.org/10.5465/ambpp.2020.16519symposium.

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39

Hurmelinna-Laukkanen, Pia, and Jorge Gomes. "HRM system strength – HRM harnessed for innovation, appropriability and firm performance." Economics and Business Letters 1, no. 4 (November 30, 2012): 43. http://dx.doi.org/10.17811/ebl.1.4.2012.43-53.

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40

Sheehan, Cathy, and Brian K. Cooper. "HRM outsourcing: the impact of organisational size and HRM strategic involvement." Personnel Review 40, no. 6 (September 20, 2011): 742–60. http://dx.doi.org/10.1108/00483481111169661.

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41

Bargerstock, Andrew S. "The HRM Effectiveness Audit: A Tool for Managing Accountability in HRM." Public Personnel Management 29, no. 4 (December 2000): 517–27. http://dx.doi.org/10.1177/009102600002900410.

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Townsend, Keith, Adrian Wilkinson, Cameron Allan, and Greg Bamber. "Mixed signals in HRM: the HRM role of hospital line managers1." Human Resource Management Journal 22, no. 3 (April 21, 2011): 267–82. http://dx.doi.org/10.1111/j.1748-8583.2011.00166.x.

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Alkhamis, Faisal Abdulkarim. "The Impacts of HRM Practices on Employee Outcomes: The Mediating Role of HRM Effectiveness." Revista de Gestão Social e Ambiental 18, no. 1 (May 8, 2024): e6313. http://dx.doi.org/10.24857/rgsa.v18n1-128.

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Purpose: This study aimed to examine the impacts of human resource management (HRM) practices on employee outcomes (employee commitment, employee satisfaction, and employee turnover intention) through HRM effectiveness. Theoretical Framework: The literature recognized the importance of HRM effectiveness in achieving both organizational outcomes and employee outcomes. Numerous variables were examined as mediating variables between HRM practices and organizational as well as employee outcomes such as work attitudes, employee engagement, knowledge management, employee performance, and HRM effectiveness. Method: Collecting data using a questionnaire-based survey from a convenient sample of employees. Results and conclusion: The results pointed out a significant direct effect of HRM practices on employee job satisfaction and insignificant direct effects of HRM practices on employee commitment and employee turnover intention. Also, the results revealed that the impact of HRM practices on employee satisfaction is partially mediated by HRM effectiveness and the impacts of HRM practices on employee commitment and employee turnover intention are fully mediated by HRM effectiveness. Hence, it was concluded that employee outcomes are positively related to the extent to which HRM practices are effectively executed. Research implications: The organizations are required to expand their HRM practices bundle and appraise HRM practices in numerous areas including employee succession planning, talent development, employee empowerment, quality enhancement management, performance management, as well as merit-based training and promotion. Originality/value: This study puts emphasis on the role of HRM practices on employee outcomes such as employee commitment, employee job satisfaction, and employee turnover intention.

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

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The concept of sustainability has deeply penetrated in all functions of management such as supply chain, organisational behaviour, human resource, strategic management and so on. But recently, sustainable human resource management (S-HRM) has garnered a significant amount of attention from industry practitioners and academicians due to the escalation of adverse impact of existing HRM approaches on employees, society and the environment ( Mariappanadar, 2003 , International Journal of Social Economics, 30(8), 906–923; 2014a, Human Resource Management Review, 24(4), 313–329; 2014b, Sustainability and Human Resource Management, Springer). Human resource sustainability is being desired by all because of its notable implications for both the employees and the organisations. Previous literature establishes that human resource management (HRM) practices play a vital role in determining organisational success and survival. Furthermore, the harmful impact of high performance work systems and their existing HRM practices on the well-being of employees and their families has made it even more pertinent for industry practitioners to identify mechanisms to reduce employee harm and increase human resource sustainability for organisational growth and well-being. A research report by the Society for Human Resource Management in 2010 and a few other scholars claim that S-HRM can help HRM practitioners to reduce the negative impact of business practices on employees, society and the environment ( Cohen & Taylor, 2012 , HR’s role in corporate social responsibility and sustainability; Daily & Huang, 2001 , International Journal of Operations & Production Management, 21(12), 1539–1552; Dumitrana, 2009 , Human resources role in sustainable development). However, S-HRM has been studied sporadically, and there is a lack of convergence in its understanding. It has been broadly defined with the help of various perspectives borrowed from literature on strategic HRM, corporate social responsibility, Green HRM and sustainable work systems. This article aims to explore the existing literature of S-HRM to develop a deeper understanding of the concept. Through a comprehensive literature review, this article also highlights the evolution of S-HRM along with its implications for employees, HR managers and the organisations that have been studied in the previous literature.

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Björkman, Ingmar, Mats Ehrnrooth, Kristiina Mäkelä, Adam Smale, and Jennie Sumelius. "From HRM practices to the practice of HRM: setting a research agenda." Journal of Organizational Effectiveness: People and Performance 1, no. 2 (May 27, 2014): 122–40. http://dx.doi.org/10.1108/joepp-02-2014-0008.

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Purpose – The purpose of this paper is to develop an “HRM-as-practice” research agenda. The authors suggest that the HRM-performance literature would benefit from an actor-centric approach and a focus on activities, and that the HR roles research needs to shift its attention toward a more dynamic perspective of HR work and link this further to performance. Design/methodology/approach – The paper first provides an overview of strategy-as-practice (SAP) literature, and then review how extant HRM literature deals with three core notions of SAP: practices, praxis and practitioners. Based on this, the paper outlines an “HRM-as-practice” research agenda. Findings – Focussing on the intersections between praxis, practitioners and practice, the paper suggests that an “HRM-as-practice” approach can give new insights into first, how people-related decisions are made, implemented and enacted in organizations; second, how employees and other HRM stakeholders interpret and engage with HRM; third, how HR actors become more effective and influential organizational agents; and fourth, what the short-term and long-term effects of these actions and activities are. Research limitations/implications – The authors acknowledge the fuzzy and intertwined nature of the practices, practitioners and praxis categories, but believe that their intersections provide a fruitful theoretical lens to examine the practice of HRM. Originality/value – The authors use the HRM-as-practice lens to suggest novel research approaches that can shed new light on several open questions within the HRM field.

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Saxena, Aseem, and Rajeev Choubey. "Study of HRM Practices on Teachers Performance." Journal of Advances and Scholarly Researches in Allied Education 15, no. 3 (May 1, 2018): 104–7. http://dx.doi.org/10.29070/15/57127.

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Dr. Sathyapriya J, Dr Sathyapriya J., Kanimozhi R. Kanimozhi R, and Adhilakshmi V. Adhilakshmi V. "Green HRM - Delivering High Performance HR Systems." International Journal of Scientific Research 3, no. 4 (June 1, 2012): 31–34. http://dx.doi.org/10.15373/22778179/apr2014/223.

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Матвеев, Никита. "Маркетинговый HRM: почему организациям важен внутренний маркетинг?" Management Today 4 (2023): 318–24. http://dx.doi.org/10.36627/2304-6473-2023-4-4-318-324.

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Gani, Raashidah, and Darakhshan Anjum. "e- Human Resource Management (e-HRM)." International Journal of Emerging Research in Management and Technology 6, no. 6 (June 29, 2018): 184. http://dx.doi.org/10.23956/ijermt.v6i6.266.

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e- HRM is a wide term which integrates Information Technology (IT) with Human Resource Management (HRM). It mainly focuses on the goals of the managers and employees of a company. e- HRM is the process of transmission of digitalized Human Resource information. e- HRM is a technique of executing Human Resource (HR) plans, policies, and practices in an organization. In the present times, a number of organizations have replaced Human Resource Management activities with e- HRM in their business. The process of e- HRM has played an efficient role in increasing the overall Human Resource capabilities of management. This research paper elaborates on e-HRM in detail on the following aspects: Introduction of e-HRM, Scope of e-HRM, functions of e-HRM, objectives of e- HRM, outcomes of e- HRM. This paper is an attempt to study the e-HRM and its various aspects.

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Kim, Kon Shik. "The Effect of the Social and Economic HRM Systems on the Organizational Outcome - Congruence between the two HRM Systems -." Journal of Human Resource Management Research 28, no. 3 (September 30, 2021): 51–85. http://dx.doi.org/10.14396/jhrmr.2021.28.3.51.

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