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Journal articles on the topic 'Human resource management'

To see the other types of publications on this topic, follow the link: Human resource management.

Author: Grafiati

Published: 4 June 2021

Last updated: 6 July 2024

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1

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

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2

Yao, Jiangang. "Emotional Management in Modern Human Resource Management." International Journal of Research Publication and Reviews 4, no. 12 (December 26, 2023): 4151–56. http://dx.doi.org/10.55248/gengpi.4.1223.0109.

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3

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

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4

Mukhtorov, Botir, and Murodjon Ermatov. "METHODS OF EFFECTIVE HUMAN RESOURCE MANAGEMENT." International Journal Of Management And Economics Fundamental 03, no. 05 (May 1, 2023): 76–80. http://dx.doi.org/10.37547/ijmef/volume03issue05-10.

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

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5

Chiara, Cappelletti, Valenti Diego, and Saresella Mara. "Human Resource Management (Human Resource Planning)." Journal Islamic Economic Minangkabau 1, no. 1 (April 14, 2023): 49–60. http://dx.doi.org/10.55849/jiem.v1i1.69.

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Human resource planning is the first thing an organization or company must do when a company seeks better human resource management. All organizations or companies must determine their future with different plans according to the demands of the times. Nowadays changes are rapid, so organizations or companies must be able to keep up with changes quickly and precisely. Organizations or companies must be able to anticipate and adapt to change. Therefore, personnel planning is becoming increasingly important for companies, due to the globalization of new technology and organizational change processes overshadowing organizational life repeatedly. Organizations that are not supported by employees which is in accordance with the quantity, quality, strategy and function that is good, of course the organization will find it difficult to maintain and develop its existence in the future, so that personal planning is successful. Influencing factors hi environmental factors, organizational decisions, employee supply factors.

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6

Chiara, Cappelletti, Valenti Diego, and Saresella Mara. "Human Resource Management (Human Resource Planning)." Sharia Oikonomia Law Journal 1, no. 1 (April 14, 2023): 49–60. http://dx.doi.org/10.55849/solj.v1i1.69.

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Human resource planning is the first thing an organization or company must do when a company seeks better human resource management. All organizations or companies must determine their future with different plans according to the demands of the times. Nowadays changes are rapid, so organizations or companies must be able to keep up with changes quickly and precisely. Organizations or companies must be able to anticipate and adapt to change. Therefore, personnel planning is becoming increasingly important for companies, due to the globalization of new technology and organizational change processes overshadowing organizational life repeatedly. Organizations that are not supported by employees which is in accordance with the quantity, quality, strategy and function that is good, of course the organization will find it difficult to maintain and develop its existence in the future, so that personal planning is successful. Influencing factors hi environmental factors, organizational decisions, employee supply factors.

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7

Saxena, Aseem. "Human Resource Management Practices on Teachers Performance." Journal of Advances and Scholarly Researches in Allied Education 15, no. 4 (June 1, 2018): 17–20. http://dx.doi.org/10.29070/15/57126.

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8

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

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

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9

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

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10

Deepa, P. "Revolutionizing Human Resource Management through Artificial Intelligence." International Journal of Science and Research (IJSR) 13, no. 2 (February 5, 2024): 176–78. http://dx.doi.org/10.21275/es24131185821.

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11

Soman, Dilip. "Human Resource Management: For Humans." NHRD Network Journal 14, no. 2 (February 14, 2021): 173–85. http://dx.doi.org/10.1177/2631454120982115.

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Marketing departments, governments and policymakers all around the world have increasingly started embracing the field of behavioural sciences in improving the design of products and services, enhancing communications, improving managerial decision-making, encouraging desired behaviour by stakeholders and, more generally, creating a human-centric marketplace. Within organisations, the human resources management (HRM) function is perhaps the one place that acknowledges that humans are central to the organisation’s success, so it is critical that HRM too actively embraces the insights and methods of behavioural sciences. In this article, I provide an overview of the behavioural sciences, discuss how HRM can benefit from an in-depth knowledge of the science and illustrate specific examples from recruitment processes, training and communications, incentive design, employee-oriented processes, and diversity and inclusion initiatives that could benefit from evidence from behavioural sciences.

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12

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

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Human resource management is an applied discipline which embraces a body of knowledge about the human dimension of organization. Andragogy, with its main focus on learning and education of adults, and with a body of knowledge which explain the learning and education of adults as a core strategy of organizational development with implications in theory and practice of human resource and organizational development, is one of the major theoretical foundations, and one of the fundamental theoretical perspectives of human resource management. The main purpose of this paper was a critical analysis of human resource management literature, and based on it, the exploration of contribution of andragogy to human resource management. We considered that the andragogical perspective, in practice, provides a variety of possibilities and types of andragogical interventions in the domains of human resource and organizational development, therefore the researching and diagnosing of andragogical aspects of human resource development is a function of enhancing organizational performance. Hence, the additional focal point of our research was a theoretical exploration of possibilities and types of andragogical interventions in the domains of human resource and organizational development, as a possible base for future empirical researches of andragogical aspects of human resource management.

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13

Alozie, Ositadinma Emeka. "Human Resource Management." International Journal of Scientific and Research Publications (IJSRP) 9, no. 8 (August 6, 2019): p9235. http://dx.doi.org/10.29322/ijsrp.9.08.2019.p9235.

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14

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

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15

Wolf, John R. "Human Resource Management." Psychiatric Annals 19, no. 8 (August 1, 1989): 432–34. http://dx.doi.org/10.3928/0048-5713-19890801-10.

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16

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

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17

Enz, Cathy A. "Human Resource Management." Cornell Hospitality Quarterly 50, no. 4 (October 23, 2009): 578–83. http://dx.doi.org/10.1177/1938965509349030.

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18

Kessler, Ian. "Human Resource Management." Work, Employment & Society 7, no. 2 (June 1, 1993): 313–16. http://dx.doi.org/10.1177/0950017093007002009.

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19

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

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20

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

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21

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

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22

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

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23

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

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24

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

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25

Коптева, Zhanna Kopteva, Варфоломеев, and Aleksandr Varfolomeev. "HUMAN RESOURCE MANAGEMENT AS AN INNOVATIVE TECHNOLOGY OF PERSONNEL MANAGEMENT." Central Russian Journal of Social Sciences 10, no. 6 (November 27, 2015): 276–84. http://dx.doi.org/10.12737/16821.

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Nowadays changes in economic conditions of functioning of Russian companies have led to a need to introduce an innovative approach to personnel management. The article discusses the main directions of building an effective system of innovative human resource management through the application of technologies of Human Resource Management. Creating a supportive atmosphere of innovation involves identifying the factors that influence the process of introducing innovations in the organization, which HR-managers should consider in their work with the staff. Based on the results obtained during the study, there are the following groups of factors: political; legal; organizational and economic; social and psychological; technical. The classification of the main functions of HR-managers is presented in detail in the article and an algorithm for constructing a corporate personnel training system using PESTEL analysis is given. The introduction of any innovation in the organization as a consequence requires training and development of staff. Innovative personnel management system will help to build a competent and efficient work of employees and improve communication within the organization, which in its turn, will have a positive impact on revenues and profitability of the company.

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26

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

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27

Patel, Dr Rajesh. "Importance of Competency Mapping in Human Resource Management." Paripex - Indian Journal Of Research 3, no. 4 (January 15, 2012): 1–3. http://dx.doi.org/10.15373/22501991/apr2014/86.

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28

Saranya, R. Kamala. "A Study on Role of Human Resource Management in Knowledge Management." Indian Journal of Applied Research 3, no. 11 (October 1, 2011): 268–70. http://dx.doi.org/10.15373/2249555x/nov2013/88.

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29

Bandara P.M.G.R.I, Kumarasiri R.D.S.R, Silva H.C.M, and Herath A.M.T.N. "Human Resource Management System." International Journal of Engineering and Management Research 12, no. 4 (August 31, 2022): 125–53. http://dx.doi.org/10.31033/ijemr.12.4.16.

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The main focus of the essay, "Human Resources Management System," is on controlling the administrator of a company's human resources department. The systems and procedures at the intersection of human resources and management are referred to as a human resource management system (HRMS).technology (IT) with human resources management (HRM). It combines HRM as a discipline, especially its fundamental HR actions and procedures related to information technology, as opposed to data processing programming. Systems developed into enterprise resource planning (ERP) software packages and established procedures. This paper's major goal is to make it easier for the administrator to keep track of everyday activities including attendance, projects, work, appointments, etc. This essay discusses the steps involved in identifying the personnel, tracking their hourly attendance, and figuring out their actual payable hours or days. This document should keep track of every employee's time spent working for the firm so that it may be used to evaluate performance. Based on that, transfers, dismissals, and promotions are possible.

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30

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

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31

Molina-Azorin, José F., Maria D. López-Gamero, Juan José Tarí, Jorge Pereira-Moliner, and Eva M. Pertusa-Ortega. "Environmental Management, Human Resource Management and Green Human Resource Management: A Literature Review." Administrative Sciences 11, no. 2 (May 1, 2021): 48. http://dx.doi.org/10.3390/admsci11020048.

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The main purpose of this paper is to integrate the literature on human resource management (HRM) and environmental management. Moreover, the paper shows the role that green human resource management (GHRM) plays in environmental management activities. This article examines the main relationships between human resource management and environmental strategy, emphasizing reciprocal influences. Moreover, the main human resource practices used in the literature are examined. In addition, methodological approaches that can be appropriate to advance the study of the link between human resource management and environmental strategy are proposed. Ideas for future research are also provided. As the role of human capital in implementing environmental management is a mature field of research, a new topic known as green human resource management has emerged. We examine studies that analyze both the relationship between general human resource management and environmental strategy and between green human resource management and environmental strategy.

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32

Ramapriya, M., and Dr S. Sudhamathi. "Models of Strategic Human Resource Management and Human Resources Policies." International Journal of Management Research and Social Science 7, no. 4 (January 2, 2021): 116–21. http://dx.doi.org/10.30726/ijmrss/v7.i4.2020.74022.

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33

Cosenza, Ana C. S., José Salvador da Motta Reis, Cristina Gomes de Souza, Rafael Garcia Barbastefano, Gilberto Santos, and Luis Cesar Ferreira Motta Barbosa. "Sustainable Human Resource Management, Green Human Resource Management, and Environmental Human Resource Management: Analysis of New and Emerging Terms Related to the Human Resource Area." Quality Innovation Prosperity 28, no. 1 (March 31, 2024): 127–53. http://dx.doi.org/10.12776/qip.v28i1.1904.

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Purpose: Sustainable Human Resource Management (S-HRM), Green Human Resource Management (GHRM), and Environmental Human Resource Management (Environmental HRM) are terms that have been increasingly used in the field of human resources. This article aims to analyse how these terms are being used in the literature to identify if there are conceptual differences between them. Methodology/Approach: The study was based on analysing publications on the subject indexed in the Web of Science, covering 543 articles. Clustering techniques based on co-citation and co-occurrence of keywords were used to verify the existence or absence of distinct groupings that differentiated these terms. Findings: The results indicate the existence of well-defined Clusters concerning co-citation. The analysis of the co-occurrence networks of keywords also suggests the existence of specificities regarding the use of the terms S-HRM and GHRM. Research Limitation/Implication: The research was limited to the database analysed, and it was suggested that the sample be expanded with other databases. Originality/Value of paper: this study can contribute to advancing discussions on the subject, which is relevant for standardising concepts among researchers and practitioners who work in the area.

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34

Goswami, Arvind. "Human Resource Management and Its Importance for Today’s Organizations." Journal of Advances and Scholarly Researches in Allied Education 15, no. 3 (May 1, 2018): 128–35. http://dx.doi.org/10.29070/15/57308.

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35

Murgai, Dr Amol. "Role of Artificial Intelligence in Transforming Human Resource Management." International Journal of Trend in Scientific Research and Development Volume-2, Issue-3 (April 30, 2018): 877–81. http://dx.doi.org/10.31142/ijtsrd11127.

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36

Bahl, Jyoti. "Human Resource Management: A Rationale behind Organisations’ Value Chain." SIJ Transactions on Industrial, Financial & Business Management 06, no. 01 (February 28, 2018): 10–12. http://dx.doi.org/10.9756/sijifbm/v6i1/0102530102.

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37

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

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Human resource management (HRM) is one of the elements enabling an organization to remain competitive in turbulence conditions. The effective practice of HRM makes competent and innovative employees contributing to the achievement of organizational objectives. This study aims to analyze HRM practices in creating innovation and organizational performance. The questionnaire was used to measure the respondents’ perceptions of variables used by a Likert scale. A survey of 126 manager samples and middle managers at export-oriented short and medium enterprises (SMEs) in Bali, Indonesia, was conducted to test the model. The analysis has shown that the proposed model was proven to be compliant with the research hypotheses. HRM significantly affects organizational performance and innovation, and it was found out that innovation can improve organizational performance. However, in the process of simultaneous testing, it was found out that innovation cannot improve organizational performance. The lack of attention to investments in human resources became one of the barriers to SMEs in creating innovation.

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38

J, Kanishka, and Mr Manoj Kumar. "A Study on Information Security in Human Resource Management." International Journal of Research Publication and Reviews 5, no. 3 (March 2024): 7531–36. http://dx.doi.org/10.55248/gengpi.5.0324.0919.

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39

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

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40

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

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41

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

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42

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

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PurposeThe study aimed to provide insights on antecedent and outcome of green HRM at the organisational level and the outcome of green HRM at the individual level. It also sought to examine the mechanism through which green HRM would lead to employees’ positive outcome.Design/methodology/approachA quantitative study design using a two-study approach was employed to collect and analyse the data. For study 1, 206 hotels from Malaysia were included in analysis at the organisational level, while in study 2 at the individual level, 508 employees from different sectors provided insights through an online questionnaire. For both studies, partial least squares (PLS–SEM) was used to assess the research model.FindingsAll the proposed hypotheses were supported. Specifically, at the organisational level, organisational environmental culture is positively related to green HRM, and green HRM management positively associates with organisation's environmental performance. At the individual level, green HRM positively influences employees' job satisfaction, and meaningfulness through work is a strong mediator in this relationship.Originality/valueThis study is significant as it contributes to both theory and practice by providing fresh insights on green HRM and its antecedent and outcomes at two levels (organisational and individual) and across two economies (emerging and developed). It also sheds some light on the outcome of green HRM at the employee level which is an area that is still under-researched. By focusing on meaningfulness through work as an important factor, the study contributes to better understanding of green HRM and employees’ positive outcomes.

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43

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

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44

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

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45

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

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46

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

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47

Mishra, Pavitra. "Green human resource management." International Journal of Organizational Analysis 25, no. 5 (November 6, 2017): 762–88. http://dx.doi.org/10.1108/ijoa-11-2016-1079.

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Purpose The purpose of this study is to explore the status and challenges of green human resource management practices in India, an under-researched area. Further, it proposes a theoretical framework to fill the identified gaps and build a sustainable organization. Design/methodology/approach Multimethod approach was used. The research was conducted in two phases. Archival research was conducted in the first phase, and a case study technique was employed in the second phase. In the first phase, an extensive literature review was carried out to gather insights on prevalent green human resource activities and their link with sustainable organizational development. In the second phase, data were collected from the manufacturing organizations to analyze the status of the activities identified in the first phase. Findings This study highlights status of green human resource practices such as environmental training, green recruitment, performance appraisal, employee involvement and compensation. The findings suggest that there is further scope to utilize the full potential of GHRM practices for encouraging pro-environmental behavior in the organizations. Analyses of data also reveal that top-management support and mutual learning among departments are crucial to facilitate green behaviors among employees. Research limitations/implications This study provides a comprehensive literature review of green-human resource management practices. It suggests an interdisciplinary framework for building holistic sustainable organizations by integrating learnings from green human resource management, green supply-chain management, competitive advantage strategy and green corporate social responsibility. It highlights gaps in the system and provides insights to managers and policy makers on building holistic sustainable organizations. Originality/value This study fulfills the need to explore green human resource management in emerging economies like India. Studies like these are more important in developing countries, which have alarming environmental concerns and poorly implemented government regulations.

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48

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

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49

Yong, Jing Yi, M. Y. Yusliza, and Olawole Olanre Fawehinmi. "Green human resource management." Benchmarking: An International Journal 27, no. 7 (June 13, 2019): 2005–27. http://dx.doi.org/10.1108/bij-12-2018-0438.

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Purpose Green or environmental human resource management (HRM) has in recent years attracted much attention from academia and practitioners all over the world. However, a thorough analysis of green or environmental HRM has not been made so far. To address this gap, the present study provides a systematic and comprehensive literature review. The purpose of this paper is threefold: to review Green HRM literature of various scopes, approaches and contexts; to identify different focus areas in the Green HRM literature; and to propose areas for future research. Design/methodology/approach The paper follows a systematic literature review approach. The selected journal articles are categorized on the basis of five focus areas in the Green HRM derived from the extant literature. Findings Research has grown significantly over the past 12 years that has focused on Green HRM. A total of 70 articles were reviewed and most of these articles employed quantitative method and were carried out in developing countries. Based on the five focus areas identified in this literature review, the performance outcome of Green HRM at both the organizational level and individual level received the greatest attention from the researchers. Research limitations/implications This paper is limited to a review of academic articles obtainable from online databases, containing the words “Green human resource management”, “Green HRM”, “Green human resource”, “Environmental HRM”, “Green training” and “Environmental training” in the title. Additionally, only papers from high quality, peer-reviewed journals were evaluated. Other academic sources such as books and conference papers were not included in this study. Originality/value The paper presents a structural overview of 70 peer-reviewed articles published in leading academic journals from 2007 until early 2019. This review provides an increased understanding of the existing state of current research, trends and future research directions in the Green HRM discipline.

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50

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

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