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Journal articles on the topic 'Human resources (HR)'
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Tanjung, Bahdin Nur. "Human Resources (HR) In Education Management." Budapest International Research and Critics in Linguistics and Education (BirLE) Journal 3, no. 2 (May 10, 2020): 1240–49. http://dx.doi.org/10.33258/birle.v3i2.1056.
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Human resources (HR) has a significant role in every activity in an institution including educational institutions. Human resources (HR) must be able to be managed or managed properly in accordance with their functions so that these human resources (HR) can play a role in accordance with their duties and functions in the institution they are in. Human resource management is a very important aspect in the education process in general. Therefore functions in the management of human resources must be carried out optimally so that the needs relating to the goals of individuals, organizations / institutions, organizations or institutions can be achieved. Besides that, with good human resource management procedures, it is expected that the shortcomings and problems faced by the Indonesian nation, which are related to competitiveness, can be overcome.
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Kapoor, Bhushan, and Joseph Sherif. "Global human resources (HR) information systems." Kybernetes 41, no. 1/2 (March 2, 2012): 229–38. http://dx.doi.org/10.1108/03684921211213052.
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Rudakova, S. G., N. S. Danylevych, L. V. Shchetinina, and Y. A. Kasianenko. "Digital HR - the Future of Human Resources Administration." Business Inform 1, no. 504 (2020): 265–70. http://dx.doi.org/10.32983/2222-4459-2020-1-265-270.
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Widodo, Widodo, Sri Hindah Pudjiastuti, and Joko Bomber SU. "Human Capital Investment Model Based on Outsourcing Human Resources in Banking Industries." International Journal of Business and Management 13, no. 9 (August 7, 2018): 236. http://dx.doi.org/10.5539/ijbm.v13n9p236.
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This article examines the human resource investment model based on outsourcing human resources in the Banking Industry. This study departs from the research gap, that is outsourcing system, where with this system, the company can save expenses in financing human resources (HR) working in the company concerned. However stated that the banking industry no more uses outsourced personnel in boosting the wheels of business. The complexity of the banking industry makes demands on the availability of high quality human resources (HR) increase. The findings of this study emphasized that in improving the efficiency and effectiveness of outsourcing based human resources on human resources investment is carried out by increasing the Human Resources (HR) cost efficiency. HR cost efficiency has indicators of the number of work completion with the time used is shorter than its standard, increasing the number of work completion with shorter time than its standard. And more completions work with standard time. While HR investment has the indicators of potential human resources as: developing, potential of HR excellence and quality of knowledge.
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Hung, Yu-Ting, Michael C. Cant, and Johannes A. Wiid. "The importance of human resources management for small businesses in South Africa." Problems and Perspectives in Management 14, no. 3 (September 6, 2016): 232–38. http://dx.doi.org/10.21511/ppm.14(3-1).2016.09.
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The majority of SMEs fail in the first five years of operation (Cant and Ligthelm, 2003). Human resource management (HRM) has been identified as a crucial key success factor for SMEs in today’s world. This research study investigates small business owners’ perception of the importance of HRM. The objective of this paper is to determine the perceived importance of human resources (HR) among South African SMEs and the management of it. A questionnaire was constructed and judgement sampling was used to gather the responses of 88 small business owners. The research revealed that the majority of SMEs have HR practices of some sort in place, as well as areas to improve on HR practices. The challenge now is to further increase the adoption of HR management and practices among small businesses in South Africa to ensure their success, as they play a vital role in the South African economy. Keywords: South African SMEs, developing countries, human resource functions, human resources management, HR, HRM. JEL Classification: M19
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Karakanian, Marie. "Are Human Resources Departments Ready for E-HR?" Information Systems Management 17, no. 4 (September 2000): 31–35. http://dx.doi.org/10.1201/1078/43193.17.4.20000901/31250.6.
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Flynn, Stephen. "Overcoming the identity crisis in human resources." Human Resource Management International Digest 22, no. 2 (March 4, 2014): 1–3. http://dx.doi.org/10.1108/hrmid-03-2014-0037.
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Purpose – Dissects “partnership” and “strategy” in the context of the work of HR. Design/methodology/approach – Shows that it is not that HR is unclear about its role in the corporate world but that the exhortations of commentators are too simplistic. Findings – Reveals that the continuing and continual debate over HR's role is a product of the role conflict inherent in the HR profession itself. Emphasizes the importance of balancing the needs of employees with those of managers, which is at the heart of HR. Practical implications – Contends that divorcing the operational from the strategic denies the strategic the field intelligence that informs and proves strategy. The disparate, mundane operational tasks associated with HR specialists aggregate into the field intelligence that feeds their strategic perspective. Severing the connection between HR strategy and HR operations impoverishes any kind of strategic input available to HR. Social implications – Advances the view that managers and employees see their day-to-day requests as important and that these apparently mundane matters are the nuggets that inform HR's strategic input. Originality/value – Emphasizes that there is an organizational and employee aspect to every element of HR and that the HR specialist should accept both of these.
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Kansal, Monika, and Mahesh Joshi. "Reporting human resources in annual reports." Asian Review of Accounting 23, no. 3 (September 7, 2015): 256–74. http://dx.doi.org/10.1108/ara-04-2014-0051.
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Purpose – The purpose of this paper is to investigate the extent of corporate disclosure on human resources (HR) in the annual reports of top performing Indian companies. Design/methodology/approach – The paper explores the extent to which top 82 companies from India present information about HR in their annual reports. This study examines the annual reports of each of the top Indian firms listed on the Bombay stock exchange, using the “content analysis” method. Statistical tests have been performed to analyse the difference between the HR disclosure score across public and private sectors and disclosure variations among various industrial sectors. Findings – In-house training programmes has been noticed to be the favourite item of disclosure followed by safety awards/certifications and statements regarding cordial relations with the employees/unions. A majority of the Indian firms have ignored significant HR issues such as employee welfare fund, maternity/paternity leaves, holiday benefits, employee loans and adopting old age homes, etc. Overall, the study reflects low HR related disclosures. No statistically significant difference has been found between the mean HR disclosure from one industry to another and disclosure practices of the private and the public sector companies. Practical implications – The disclosure pattern of the Indian companies suggests that they only a few companies are concerned about employees’ welfare than the rest. This may motivate a change of the disclosure policy of the rest of the firms who may follow the reporting pattern of the most disclosing ones. Originality/value – This is first study on the disclosure of HR by the Indian corporate sector in the CSR domain with a disclosure analysis for a period of nine years . This research provides new directions for the literature in this area and may promote comparative studies on HR-based studies from different perspectives.
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Duffy, Neil. "Information management through human resources spectacles." South African Journal of Business Management 22, no. 4 (December 31, 1991): 94–100. http://dx.doi.org/10.4102/sajbm.v22i4.906.
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The purpose with this article is to highlight the similarities of, and mutual dependence between, information management and human resource management. Information pervades almost everything we do. The information resource itself comprises applications, tools, people, organization, software, hardware and data. Many of the issues that drive information systems today have strong human resources (HR) connotations: organizational learning, IS's role, contribution and alignment in the organization, end-user computing, IS implementation, change and organization design. Both IS and HR manage a key resource, require a strategic vision, are important components of the strategic plan, have similar components and are experiencing changing and increasingly important roles in their organizations. IS itself has become increasingly high touch over the years and as such needs to draw more and more on HR skills and support. In future the bottom line will depend on strength in both HR and IS and the ability of management to derive synergy from them.
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Madiistriyatno, Harries. "The Influence of Procurement and Development Strategy on HR Productivity and Satisfaction." Devotion : Journal of Community Service 3, no. 1 (July 14, 2021): 9–22. http://dx.doi.org/10.36418/dev.v3i1.86.
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The purpose of this paper is to describe the influence of the procurement and development function on the productivity and satisfaction of HR, as one of the tasks of the HR Management (Advanced) course. The purpose of this paper is to determine and examine the effect of the procurement function on HR productivity, HR satisfaction, HR productivity, HR satisfaction and development on HR productivity and satisfaction. This study uses a library research method that refers to resources available both online and offline such as: scientific journals, books and news sourced from trusted sources. The result of this research is that the Procurement Function affects the Productivity of Human Resources. The Procurement Function has an effect on Human Resource Satisfaction. The Development Function affects the Productivity of Human Resources. The Development Function has an effect on Human Resource Satisfaction. The Procurement and Development Function affects the Productivity and Satisfaction of Human Resources.
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Bragina, D., and N. Molodchik. "BIG DATA IN HUMAN RESOURCE MANAGEMENT." Management of the Personnel and Intellectual Resources in Russia 9, no. 3 (July 23, 2020): 76–80. http://dx.doi.org/10.12737/2305-7807-2020-76-80.
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The article discusses the possibilities of using big data in the field of human resources management, shows the difficulties that can be encountered when introducing these technologies into the work of the company. The main problems of the use of employee data by companies for the analysis, forecasting and improvement production indicators are given. Examples of companies that successfully use big data in their work are shown. Recommendations how to introduce the technology of big data analysis in the field of human resource management are given.
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SHEVCHENKO, L. S. "HR 4.0: the revolution in the sphere of human resources." ECONOMIC THEORY AND LAW 43, no. 4 (2020): 26–45. http://dx.doi.org/10.31359/2411-5584-2020-43-4-26.
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Petera, Petr, and Jaroslav Wagner. "Human resources disclosure among companies in Czechia." Social Responsibility Journal 13, no. 4 (October 2, 2017): 743–61. http://dx.doi.org/10.1108/srj-07-2017-0123.
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Purpose The purpose of the paper is to investigate voluntary human resources disclosure (hereinafter referred to as “HR disclosure”) by the largest companies domiciled in Czechia. The key research questions are: What is the quantity of disclosure on various topics related to HR? Is there a significant difference in the quantity of HR disclosure between companies? Which factors influence the quantity of HR disclosure? Design/methodology/approach A quantitative content analysis (CA) of annual reports of the 50 largest companies domiciled in Czechia was used. An established coding scheme is used to code annual reports, and subsequently, various statistical methods (descriptive statistics, correlation analysis, multiple linear regression) are used to answer the key research questions. Findings Primarily, social information is reported (what a company does for its employees) as information on the contribution of employees to the company’s value is rudimentary. Secondly, there is a significant difference in the quantity of HR disclosure between companies. Finally, the findings of the regression analysis confirm the impact of presence on the stock exchange and size and on the quantity of HR disclosure. Research limitations/implications The annual reports of 50 companies from one country are analysed. The study provides a basis for further research. Practical implications The findings of this study may inspire companies to improve their HR disclosure, while policymakers should consider imposing more concrete demands on HR disclosure. Originality/value Quantitative CA research into the HR disclosure of companies domiciled in Czechia is nearly non-existent. This study fills this gap.
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Nguyen, Thuy Thi Thanh, and Man-Ling Chang. "Antecedents of human resources outsourcing decision in Vietnam." Personnel Review 46, no. 4 (June 5, 2017): 702–17. http://dx.doi.org/10.1108/pr-11-2015-0307.
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Purpose The purpose of this paper is to explore the antecedents of the decision of whether to outsource human resources (HR). Two moderators are considered: the lack of in-house HR expertise and positive HR outcome. Design/methodology/approach This study uses data collected from 85 Vietnamese firms of different sizes. Regression analysis is used to examine the research hypotheses. Findings The strategic involvement of HR management is positively related to the decision to outsource HR. As expected, a positive significant relationship exists between cost reduction and the decision to outsource HR for non-core HR activities. For core HR activities, demand uncertainty relates positively to the decision to outsource HR, and the lack of HR expertise moderates the process of HR outsourcing (HRO). Research limitations/implications Although the focus on firms in Vietnam may help to control for cultural factors, it may also limit generalizability. Because of the limited number of samples, this study cannot compare results across different industries. Future research should focus on the cross-cultural aspects of this issue or compare differences across industries. Practical implications This study provides HR managers with guidelines for making appropriate decisions regarding HRO. Vendors can exploit aspects of core vs non-core activities to provide professional services that satisfy the demands of firms. Originality/value Based on a theoretical approach, this work analyzes the decision to outsource HR in developing countries, an area that heretofore has received scant research attention.
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Fathya, Vita Nurul. "APPARATUS HR MANAGEMENT REFORM IN INDONESIA." Jurnal Ilmiah Kajian Keimigrasian 1, no. 1 (April 27, 2018): 31–39. http://dx.doi.org/10.52617/jikk.v1i1.10.
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Human resources management in government agencies is one of change areas becoming the focus of bureaucracy reform in Indonesia. This article explores plans of change to reform human resources management in Indonesian government agencies. The plans are compared with concepts on effective human resources management. The conclusion is that there is conformity between the government plans under road map on bureaucracy reform and some concepts of human resources management.
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Bruce Tracey, J. "A review of human resources management research." International Journal of Contemporary Hospitality Management 26, no. 5 (July 8, 2014): 679–705. http://dx.doi.org/10.1108/ijchm-02-2014-0056.
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Purpose – The purpose of the paper is to present a review of the human resources (HR) research that has been published over the past ten years in discipline-based and hospitality-specific journals and identify key trends and opportunities for advancing future research. Design/methodology/approach – The paper takes the form of a critical review of the extant literature in the general HR management and hospitality HR management fields. Findings – A comparison of the findings shows a substantial degree of overlap in the themes and results that have been generated to date. However, several hospitality studies have identified a number of variables that appear to be particularly relevant for labor-intensive, service-focused settings. As such, context-specific factors should be considered in efforts to advance our understanding about the ways in which hospitality HR systems may impact a wide array of individual and organizational outcomes. Originality/value – The results offer a foundation for advancing future hospitality HR research.
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Siregar, Eveline, and M. Dachyar. "Determining Criteria of Human Resource Information System that Affect Human Resource Performance in Companies Using DEMATEL-Based ANP Method." MATEC Web of Conferences 248 (2018): 03005. http://dx.doi.org/10.1051/matecconf/201824803005.
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Decision making in HR activities is delayed because of insufficient information. Human Resources (HR) and information system are the important roles in helping company HR works. Objective of this study is toidentifycriteria of Human Resource Information System (HRIS) that affect human resources in companies by using DEMATEL-based ANP (DANP) method.HRIS criteria are collected from several studies to be validated by experts in HR of manufacturing companies. The survey was conducted with 5 experts and their judgments are calculated in limit supermatrix. The limit supermatrix of DANP showed that 18 criteria in HRIS. This study obtained five most important criteria of HRIS in HR performance are high quality data presentation, quick and precise, accessible, information need in time, and fulfill needs of HR.
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Giantari, Marisa. "PERFORMANCE IMPROVEMENT MODEL OF HUMAN RESOURCES (HR) THROUGH DIGITAL KNOWLEDGE SHARING." International Journal of Islamic Business Ethics 2, no. 1 (October 6, 2017): 221. http://dx.doi.org/10.30659/ijibe.2.1.221-237.
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This research is an explanatory research with a quantitative approach, which aims to test and analyze a research model where Human Capital and Social Capital predicts Human Resource Performance (HR) with Digital Knowledge Sharing as an intervening variable. The population in this study were 206 State Civil Apparatus (ASN) of 4 SKPD in the Rembang Regency Government. There were 102 ASN respondents who filled out and completed the research questionnaire. The collected data is processed using the SEM concept with the SmartPLS 3.0 Program, with the results of the study proving that the Variables of Human Capital, Social Capital and Digital Knowledge Sharing each have a significant positive effect on the Performance of Human Resources (HR), and Digital Knowledge Sharing partially mediates the influence of Social Capital on Human Resource Performance.Keywords : Human Capital, Social Capital, Digital Knowledge Sharing, and Human Resource Performance (HR)
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Ulrich, Dave, Justin Allen, Wayne Brockbank, Jon Younger, and Mark Nyman. "HR Transformation: Building Human Resources from the outside in." NHRD Network Journal 3, no. 4 (October 2010): 102. http://dx.doi.org/10.1177/0974173920100421.
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Bader, Eman Ahmed, and Gagan Kukreja. "A Study of HR Audit Evaluation on Performance: Perceptions of Bahrain’s Wholesale Bankers." Journal of Business Management and Information Systems 2, no. 2 (December 31, 2015): 38–52. http://dx.doi.org/10.48001/jbmis.2015.0202004.
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Human Resources Audit measures human resource outputs and effectiveness under the given circumstances and the degree of utilization of human resource outputs. A human resources audit can be an effective first step towards building better human resources practices for an organization. This research study analyzes the extent of HR audit conducted by wholesale banks in Bahrain. The aim of the study is to assess the performance of the Wholesale banks Human Resource Department’s HR audit process in terms of management, hiring, employee relations & benefits, and employee separation strategies and policies. The research also aims towards identifying the gaps, lapses, irregularities, short-comings, in the implementation of the Policies, procedures, practices, directives, of the Human Resource Department and to suggest remedial actions. The study aimed towards suggesting measures and corrective steps to rectify the mistakes, shortcomings if any, for future guidance, and advise for effective performance of the work of the Human Resource Department.
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M., Dileep Kumar. "Leveraging Technology towards HR Excellence." Information Management and Business Review 4, no. 4 (April 15, 2012): 205–16. http://dx.doi.org/10.22610/imbr.v4i4.981.
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The last decade has seen a significant increase in the number of organizations gathering, storing and analyzing human resources data using Human Resource Information Systems (HRIS) (Ball, 2001; Barron et al., 2004; Hussain et al., 2007; Ngai & Wat, 2006). HR to benefit almost every realm of business operations is leveraging technology. Many technology applications support Human Resource functions like erecruitment, employee tracking system, performance management software, e earning mode etc are helping dramatically to improve HR’s ability to carry out effective talent management and get better employer brand. Integration of technology and HR not only mean harmonious co-existing but would also mean the journey towards business excellence. This paper explores the understanding on positive impact of Human Resource Information System (HRIS) currently in use for people management with perception on Information Communication Technology (ICT) applications adopted by many industries. The study follows qualitative research as its plan of action in gathering information. The information gathered in crosschecked with industry to cross check the reliability.
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Sebastian, Linda. "HUMAN RESOURCES MANAGEMENT BUSINESS ETHICS REVIEW AT PT XYZ." Dinasti International Journal of Management Science 1, no. 6 (July 19, 2020): 913–20. http://dx.doi.org/10.31933/dijms.v1i6.399.
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Business ethics in managing Human Resources (HR) is very necessary because it is related to humans. Where every human being has the right to receive fair treatment, regardless of ethnicity, race or religion. PT XYZ is a startup that is engaged in the culinary industry. With a number of employees above 500 people, managing HR in accordance with business ethics is crucial. This research was conducted using descriptive qualitative method. The result is that PT XYZ has generally carried out HR management in accordance with business ethics. But PT XYZ still has tasks such as establishing workers' organizations and making regulatory pocketbooks
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Sivathanu, Brijesh, and Rajasshrie Pillai. "Smart HR 4.0 – how industry 4.0 is disrupting HR." Human Resource Management International Digest 26, no. 4 (June 11, 2018): 7–11. http://dx.doi.org/10.1108/hrmid-04-2018-0059.
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Purpose This paper aims to highlight the importance of Smart Human Resources 4.0 (Smart HR 4.0) and its role as a catalyst in the disruption process in the human resource domain. This paper illustrates the advantages of Smart HR 4.0 in the HR domain by using the example of Credit Suisse, which has extensively used people analytics to reduce employee attrition. Design/methodology/approach The paper discusses the role of Smart HR 4.0 as a disruptor in the human resource domain. With the help of the Smart HR 4.0 conceptual framework, this paper illustrates how Smart HR 4.0 disrupts the talent on-boarding, talent development, and talent off-boarding process. Findings An organization would require a successful Smart HR 4.0 strategy to cope up with the challenges of Industry 4.0 transformation. Emerging technologies such as Internet-of-Things, Big Data, and artificial intelligence will automate most of the HR processes, resulting in efficient and leaner HR teams. Both organization structure and leadership style changes would be required for efficient Smart HR 4.0 implementation that would allow HR departments to play a more strategic role in the overall organization growth. Originality/value This paper contributes to the existing literature and body of knowledge in the HR domain by developing a Smart HR 4.0 conceptual framework. This paper discusses how Smart HR 4.0 acts as a catalyst in the disruption of talent ion-boarding, talent development, and talent off-boarding process with the help of emerging technologies and change in the employee generation.
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Adewole, David Bamidele, Oluwole Charles Akinyokun, and Gabriel Babatunde Iwasokun. "Hybrid human resources localization and tracking system." Artificial Intelligence Research 8, no. 1 (January 21, 2019): 1. http://dx.doi.org/10.5430/air.v8n1p1.
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Organizational success and productivity depend on the effective and efficient utilization of Human Resources (HR). In view of the importance of HR, organizations put high premium on their safety, wellbeing and adequate monitoring. Several researchers have come up with solutions for monitoring HR movements but the major challenge has been the inability of a single technique to adequately and comprehensively monitor and provide accurate positioning data due to the changing environments of the workplace. This paper presents the implementation of a hybrid HR monitoring system using Global Positioning System (GPS), Radio Frequency Identification (RFID), cameras and sensors. The model is implemented using Python programming language as frontend and MySQL database management system as backend. Case study of the monitoring of selected staff of Information and Communication Technology Application Centre (ICTAC) of Adekunle Ajasin University, Akungba-Akoko, Nigeria was used to test the adequacy and practical functions of the model. Obtained data on positioning accuracy, signal sensitivity, cost of deployment and coverage area formed the basis for evaluation and comparative analysis.
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Xu, Jingwei. "Business Design of Human Resource Management Based on SAP-HR System and Human Resources Management Software." Journal of Physics: Conference Series 1578 (July 2020): 012080. http://dx.doi.org/10.1088/1742-6596/1578/1/012080.
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Pombo, Gonçalo, and Jorge Gomes. "How does work engagement mediate the association between human resources management and organizational performance?" Problems and Perspectives in Management 16, no. 3 (July 18, 2018): 63–79. http://dx.doi.org/10.21511/ppm.16(3).2018.06.
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The aim of this paper is to understand how workers’ perceptions and behaviors contribute to understanding the association between human resources management (HRM) and organizational performance (OP). Over the past few decades, theory construction has lagged the intermediate linkages between HRM and OP, and, therefore, there are still many unanswered questions with regards to such an association. To sustain the HRM-OP link, the authors highlight the potential influence of employees’ work engagement (WE), with the aim of exploring some of the intermediating variables, focusing on the perceptions of employees’ attitudes and behaviors. This research emphasizes that line managers have a crucial role to play in stimulating employees’ efforts and in shaping HR-related outcomes. Line managers act as crucial intermediaries in determining how HR policies that lead to OP can be designed and administered. Nevertheless, line managers have the capability to disrupt or stimulate the system, which has a significant impact on employees’ engagement with the organization. The empirical research is based on a sample of 1,609 employees and 40 organizations and was carried out in two settings. Results suggest that line managers and employees’ perceptions of HR policies were positively related to line managers’ perceptions of OP. The results also support a path model, whereby WE strengthens HR systems’ association with enhanced levels of OP. The discussion reviews the implications of these results and suggests future directions for research.
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Galli, Brian J. "Critical Thinking of Human Resources in the Goal." International Journal of Service Science, Management, Engineering, and Technology 10, no. 1 (January 2019): 19–29. http://dx.doi.org/10.4018/ijssmet.2019010102.
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Recently, changes within the business industry have led to human resource management (HRM) positions and structures being reconsidered. Human resources (HR) used to be centralized, but the constant changes to organizational culture has caused HR to become decentralized. The HR operations have been incorporated into other departments, as well. Now, HRM is essential to business processes that mirror other departments, such as accounting and finance, but HR is still centralized in specialized areas, such as recruitment and compensation. Examining Goldratt & Cox's “The Goal” reveals its involvement with HRM. This study evaluates the implication of HRM on a business, its relationship to the Theory of Constraints (TOC), and the ways in which these concepts can aid a business in reaching its main objective.
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Shrivastava, Shweta, Kritika Nagdev, and Anupama Rajesh. "Redefining HR using people analytics: the case of Google." Human Resource Management International Digest 26, no. 2 (March 12, 2018): 3–6. http://dx.doi.org/10.1108/hrmid-06-2017-0112.
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Purpose This paper aims to highlight the importance of analytics and its advantages in the human resource domain using the example of Google, which has extensively used analytics to improve various aspects of people management. Design/methodology/approach The paper discusses human resource analytics and illustrates how it has been successfully implemented by Google to enable better decision-making. Findings Implementation of analytics in the area of human resources can make people-related decision-making objective, transparent and data-driven and, thus, make the function “quantitative” in nature. Originality/value Although analytics has been widely implemented in functions such as finance and marketing, it is yet to gain a strong foothold in the domain of human resources. This paper discusses how Google, a leading organization in the field of technology, has been able to take impactful people-related decisions with the help of analytics.
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García-Carbonell, Natalia, Fernando Martín-Alcázar, and Gonzalo Sanchez-Gardey. "Determinants of building consistent human resources management systems." International Journal of Manpower 39, no. 3 (June 4, 2018): 354–77. http://dx.doi.org/10.1108/ijm-06-2016-0140.
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Purpose While previous human resources management (HRM) studies have focused on human resources (HR) practices to explain the strategic HRM-performance link, organizational communication is studied as a key HRM process and an alternative perspective explains the factors influencing communication implementation and subsequently internal HRM system consistency. The paper aims to discuss these issues. Design/methodology/approach HR decision makers’ human capital is examined as a determinant of communication implementation by applying the partial least squares approach to a sample of 120 Spanish HR managers. Findings The results confirm the relevance of HR decision makers’ cognitive skills, showing that communication of HRM strategy does not appear to require a particular cognitive approach but rather a balance of creative and rational skills. Additionally, the findings suggest that appropriate communication implementation improves the internal consistency of the HRM system by creating coherent HR messages about the implemented practices. Originality/value This study presents three main contributions: analyzing conditions that promote more appropriate communication implementation; providing a process perspective instead of the traditional content focus to explain HRM, and deepening the ways in which communication affects the internal consistency of the HRM system.
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Green, Marnie E. "Internal Human Resources Consulting: Why Doesn't Your Staff Get It?" Public Personnel Management 31, no. 1 (March 2002): 111–19. http://dx.doi.org/10.1177/009102600203100110.
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For over a decade HR leaders have been striving to become business partners. They want to have a strategic impact on their organizations; however, many are struggling to make this transition. The primary reason for lack of progress in this endeavor is that HR analysts, the staff who carry out this mission, are still trained and reinforced in the traditional, transactional mindset. In order for the entire HR department to be considered strategic in nature, the HR analyst must learn critical consultative skills. These skills must be developed through a structured, deliberate approach. A methodical approach to developing HR staff for this role should include the following elements: ▪ Clearly defined jobs for internal HR consultants ▪ Strategic mission for the HR department that includes consultative approaches ▪ Formal training programs for internal HR consultant staff development ▪ Feedback on performance, including consultative skills ▪ Individual development planning based on feedback ▪ Coaching, mentoring, and continual feedback on consultative skills ▪ Job rotation
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Romanov, Maksim. "Priority technologies for the adoption of digitalised human resources management in hospitality industry." SHS Web of Conferences 110 (2021): 02011. http://dx.doi.org/10.1051/shsconf/202111002011.
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The intensification of digital transformations in human resources management involves the creation of innovative products and service solutions that can improve the management efficiency and develop the information infrastructure. The article identifies and substantiates the priority tools and technologies for the adoption of digitalised human resource management in the hospitality industry and describes the complex of HR metrics made up by the author for the key areas of personnel processes in the hospitality businesses and including the following main metrics: HR automation, HR analytics, HR marketing, smart recruitment, and e-training. The author presents the system of indicators for the evaluation of functional units of the model of digitalised human resources management in the hospitality industry and evaluates the priority tools of digitalised human resources management in terms of the hospitality industry in Moscow, St. Petersburg and the Krasnodar region.
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Miao, Bin. "Preliminary Study about Optimal Allocation of Human Resources Management." Advanced Materials Research 268-270 (July 2011): 1913–16. http://dx.doi.org/10.4028/www.scientific.net/amr.268-270.1913.
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In today's world, the competition between enterprises in the final analysis is talent competition and giving full play to the role of talents of enterprise cannot leave the optimal allocation of human resources. Along with the increasing open of global economy, our state-owned enterprises face the more and more difficult challenge, but also have many opportunities, which will encourage enterprises to renew ideas, adjust human resource structure, strengthen the cultivation of talents, learn and introduce advanced hr optimization technology and method. In Nanyang mobile company, for example, on the basis of expounding the connotation and principle of human resources optimization allocation, the paper summarizes and analyzes the human resource configuration optimization problems and also puts forward some proposals for resolving these problems using human resource configuration optimization theory. By means of human resource configuration optimization, it can realize company efficient, orderly and long-term development, and provides some suggestions about hr optimization for other companies.
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Manana Samadashvili, Manana Samadashvili, and Ekaterine Gobejishvili Ekaterine Gobejishvili. "Human resources - the Main Driving Force of the Organizationv." Economics 104, no. 3-5 (June 22, 2021): 184–91. http://dx.doi.org/10.36962/104/3-5/202101184.
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In order to gain a competitive advantage in the business process, human resource management is a strategic approach to the organization or its staff. The importance of human resource management has undergone significant changes from administrative operations to more comprehensive functions. Human resource functions exist and will exist in any type of organizations and companies as long as there is work in them. The transformation of new technologies for any professional field creates new needs and specialized functions for the use of human resources. The methods used as a result of the introduction of new technologies in today's competitive environment allow to simplify work processes. It is interesting to use such new resources as: machine learning, big data and more. Digital technology requires changing work styles and procedures. Competitive professionals need to contribute to improving people’s work experience. Human resource management helps to achieve goals and objectives successfully. Only such a system maintains a motivated co-worker. The development of artificial intelligence is far from perfect, there are many problems and only with the help of humans it is possible to overcome them. Thus it is necessary to hire modern staff and train them in terms of mastering and using digital technology. Technology is transforming our lives. Key words: Human Resource Management, Digital HR, Artificial Intelligence, Benefits of Digital HR.
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Miciuła, Ireneusz, and Henryk Wojtaszek. "Identification of contemporary trends in human capital management by the prism of HR (human resources) works." Studia i Prace WNEiZ 51 (2018): 55–65. http://dx.doi.org/10.18276/sip.2018.51/2-05.
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Adi, Andri. "MODEL PENINGKATAN KINERJA SDM PADA DOMPET PEDULI UMMAT DAARUT TAUHID CABANG SEMARANG." Jurnal Ekonomi dan Bisnis 18, no. 1 (January 19, 2017): 12. http://dx.doi.org/10.30659/ekobis.18.1.12-27.
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HR performance improvement is an intended thing which is going to endure in order to achievethe perfect result continuously. Several factors to improve the performance of human resourcesin order to create maximum performance include competency-based human resourcedevelopment, achievement motivation, Islamic work ethic and HR performance itself. Thisresearch used the population at Lembaga Amil Zakat Nasional Dompet Peduli Ummat DaarutTauhiid Cabang Semarang period 2015. The number of sample was 30 respondents with usingthe sample by census i.e. that the sample taken was equal with the number of population. Basedon the analysis, the result can be concluded that there is no influence between competencybasedhuman resource development to the Human Resource Performances significantly,there is no influence between competency-based human resource development towardsachievement motivation significantly, and there is an influence between Islamic Work Ethictowards achievement motivation and there is an influence between achievement motivationtowards the Human Resource Performances significantly, while there is no influence betweenIslamic Work Ethic to the Human Resource Performances.Keywords : Competency-Based Human Resources Development, Achievement Motivation,Islamic Work Ethics and Human Resources Performance
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Choi, Mi Sun, Holly Dabelko-Schoeny, Katie White, and Marisa Sheldon. "HUMAN RESOURCES PROFESSIONALS’ PERCEPTIONS OF AGE-FRIENDLY EMPLOYMENT." Innovation in Aging 3, Supplement_1 (November 2019): S803. http://dx.doi.org/10.1093/geroni/igz038.2955.
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Abstract Many researchers have attempted to find alternative ways to address the challenges of the aging workforce. Applying the concept of age-friendly to work settings may be a promising strategy to promote older adults’ well-being in the workplace. However, age-friendly employment is an abstract concept, and empirical research identifying its features is lacking. Also, few studies adequately represented the diverse characteristics of different industries and stakeholder’s perceptions of age-friendly work environments. This study used focus group data and the Delphi method, along with existing literature to create an instrument to measure age-friendliness in diverse work environments. In partnership with a senior employment organization serving central Ohio, six human resources (HR) professionals participated in a focus group discussion and 10 HR professionals participated in a two-round Delphi study. In the focus group discussion, HR professionals identified flexibility, mobility, ergonomics, health benefits, and respect as age-friendly aspects in the workplace. We developed 37 items within five subcategories: accommodation, development, maintenance, utilization, and inclusion. In the first round, HR professionals assessed the importance of each item, presenting training opportunities for employees of all ages as the most important practice; four weeks later they examined the revised 33 items in regard to the feasibility of their real-world implementation, showing 100% agreements among experts in career advice, opportunities for promotion, involving decision making, educating age discrimination, and formal acknowledgment. The second phase of this study will include scale evaluation to confirm its reliability and validity with a broader number of HR professionals and older adults.
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Nguyen, Thuy Thi Thanh, and Man-Ling Chang. "Configurational examination of successful human resources outsourcing." Management Decision 55, no. 8 (September 18, 2017): 1681–97. http://dx.doi.org/10.1108/md-10-2016-0723.
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Purpose The causal conditions leading to successful human resources outsourcing (HRO) have until now attracted only limited research attention. To address this shortcoming, the purpose of this paper is to investigate how a firm and a HR provider should work together to ensure successful HRO. Design/methodology/approach By applying a fuzzy-set qualitative comparative analysis, the authors demonstrate how combining in different ways provider quality, business understanding, trust, and closed HRO networks can lead to HRO success. In addition, this study compares the causal combinations between cases with differing levels of HR-task interdependence and IT use. Findings The results of this study reveal three common solutions that lead to successful HRO from both economic and relational viewpoints. The findings also indicate that, from an economic viewpoint, trust is a core condition for achieving HRO success. Moreover, HR-task interdependence and IT use alter the number of solutions and the conditions for attaining HRO success. Practical implications Based on the solutions proposed herein, firms can consider different ways to achieve HRO success under diverse conditions. Originality/value This work also contributes to building new theories regarding HRO, trust, knowledge sharing, and IT use.
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De Beer, Frank, and Daniel Hercules Du Toit. "Human resources managers as custodians of the King III code." South African Journal of Economic and Management Sciences 18, no. 2 (May 28, 2015): 206–17. http://dx.doi.org/10.4102/sajems.v18i2.769.
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The objective of this research was to perform an exploratory study on the knowledge and understanding of the King III code among Human Resources (HR) managers in South African companies. The King III code is a comprehensive international corporate governance regime which addresses the financial, social, ethical and environmental practices of organisations. HR management plays a role in managing corporate governance by using the King III code as a guideline. The main research questions were: Does HR management know, understand, apply, and have the ability to use the King III code in terms of ethical decision-making? What role does HR management play in corporate governance? A random sample of available HR managers, senior HR consultants and HR directors was taken and semi-structured interviews were conducted. The results indicated that the respondents had no in-depth knowledge of the King III code. They did not fully understand the King III code and its implications nor did they use it to ensure ethical management. The themes most emphasised by the participants were: culture, reward and remuneration, policies and procedures and performance management. The participants emphasised the importance of these items and HR’s role in managing them.
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Durai D., Subhashini, Krishnaveni Rudhramoorthy, and Shulagna Sarkar. "HR metrics and workforce analytics: it is a journey, not a destination." Human Resource Management International Digest 27, no. 1 (January 14, 2019): 4–6. http://dx.doi.org/10.1108/hrmid-08-2018-0167.
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Purpose The main objective in adopting the use of metrics and analytics is to use the expertise of HR professionals in human resource management regarding their understanding of the best way to recruit, select, train, design, motivate, develop, evaluate, and retain employees at an organization to help achieve its goals more effectively. Design/methodology/approach The first and foremost step to generate metrics and analytics strategies in an organization is identification of existing problems faced by them. Owing to the changing environment and global requirement, the labor measurement also changes. The main focus is on the problems faced by the organization and human resources in the working environment. Findings Through the use of human resources measures and workforce analytics, decision-makers will gain the ability to more effectively manage and improve human resources programs and processes. This in turn improves the effectiveness of the workforce and organizational performance. Practical implications Metrics and analytics is a better problem-solving measure in organizations, because in any situations, decisions are made after analyzing the tactical choices. Social implications The development of effective human resource metrics and workforce analytics is likely to be seen in the future as a very important source of competitive advantage. Originality/value The use of human resource metrics and workforce analytics improves organizational effectiveness and strategic decision-making of managers that positively impact the organization’s performance as a whole.
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Pudiastuti, Elisabeth Tanti, and Sukmo Hadi Nugroho. "STRATEGIES FOR IMPROVING THE PERFORMANCE OF HUMAN RESOURCES THROUGH AN ORGANIZATIONAL WORK PRODUCTIVITY." JOURNAL ASRO 12, no. 01 (January 18, 2021): 98. http://dx.doi.org/10.37875/asro.v12i01.386.
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One of the successes of a company in achieving its vision and mission is influenced by the quality of Human Resources (HR) in the company environment. The purpose of this study was to determine the importance and formulation of human resource management strategies and job satisfaction that have an impact on employee productivity. In this study, observing the application of Human Resources at the Management of Indonesian Company, based on service targets and operations. In this study, a questionnaire was prepared for respondents to be interviewed and the results were used to analyze the achievement of the HR performance at the company, namely the probability of company productivity. Furthermore, it can be identified what strategies the company undertakes to achieve its vision and mission. In the final section, it can be concluded that the quality of human resources needs to be improved according to the company's performance targets in achieving the company's vision and mission.
Keywords: HR Management, HR Performance, Company Productivity
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Nandakumar, Rachna, and Ravi Kyran. "‘Human’-Centric Human Resources A Call To HR to Awaken to its Potential." NHRD Network Journal 11, no. 3 (July 2018): 114–22. http://dx.doi.org/10.1177/0974173920180327.
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Lina, Manna Akter. "Human Resource Information System (HRIS): An Important Element of Modern Organization." Global Disclosure of Economics and Business 8, no. 2 (December 31, 2019): 61–66. http://dx.doi.org/10.18034/gdeb.v8i2.98.
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Human resources are the most important factor for any organization working in the 21st century. With the increasing effect of globalization and technology, organizations have started to use information systems in various functions of human resources. Human resource information system (HRIS) is not a new concept. Its application is improving day by day with changing the environment. It is one kind of software for data entry, data tracking, and other information about Human Resources like payroll, management, and accounting functions within an organization. An HRIS generally provide the ability to make the plan more effectively, control and manage HR costs; attain better efficiency and excellence in HR decision making; and improve employee and managerial productivity and effectiveness. Lastly, I can say that HRIS has various benefits, but the primary benefit is HRIS stores plenty of data about the employees of the organizations. It also helps in the strategic activities of HR managers and more in training and development, applicant tracking in recruitment and selection and human resource planning, etc.
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Domínguez-Falcón, Carmen, Josefa D. Martín-Santana, and Petra De Saá-Pérez. "Human resources management and performance in the hotel industry." International Journal of Contemporary Hospitality Management 28, no. 3 (March 21, 2016): 490–515. http://dx.doi.org/10.1108/ijchm-08-2014-0386.
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Purpose The purpose of this study is to analyse the effects of high-commitment human resources (HR) practices on organisational performance through the commitment and satisfaction of both managers and supervisors. Design/methodology/approach An empirical study was carried out, based on the perceptions of 68 managers and 296 supervisors at four- and five-star hotels in Gran Canaria (Canary Islands, Spain). Findings The results obtained reveal that: high-commitment HR practices have a positive and significant effect on the commitment and satisfaction of both groups; managers’ commitment and satisfaction do not lead to improved organisational performance; however, supervisors’ commitment and satisfaction do lead to better economic results because of an improvement in customer results. Practical implications This research revealed that it is important for hotel companies to adopt high-commitment HR practices because these practices contribute to managers’ and supervisors’ affective connection to the company, leading them to feel positively satisfied with their jobs. In addition, hotels should focus on supervisors because they feel more customer-oriented and tend to stay longer in the company, which probably leads them to better meet the needs of customers, allowing hotels to obtain better economic results. Originality/value This study contributes to HR management in the hotel industry by obtaining the views of two key informants – managers and supervisors – about the implementation of HR practices and their own levels of commitment and satisfaction.
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Mykhailo Vedernikov, Oksana Chernushkina, Lesia Volianska-Savchuk, Maria Zelena, and Natalia Bazaliyska. "STRATEGIC HR MANAGEMENT IN THE DEVELOPMENT OF MODERN ENTERPRISES." Proceedings of Scientific Works of Cherkasy State Technological University Series Economic Sciences, no. 59 (December 30, 2020): 52–64. http://dx.doi.org/10.24025/2306-4420.1.59.2020.222135.
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The purpose of the article. The article considers the features of strategic human resource management as the basis of strategic potential, which affects the competitiveness of the enterprise, determines the directions of its development. The scheme of the system of strategic human resources management is presented. The goals of personnel policy and a set of tasks that allow them to be implemented are determined. The ways of realization of the strategy of human resources management at an industrial enterprise are offered. It is established that the process of implementing the strategy of the enterprise should be divided into certain conditional stages, which should be included in the action plan for the implementation of the strategy.Methodology. The strategic goal of human resources management system is to ensure the development of the enterprise through the efficient use of human capital. When forming a human resources management strategy, the main task is to identify and take into account future changes and trends, to justify changes that contribute to the sustainable development of the enterprise.The process of strategy development and implementation is continuous, which is covered in close connection with the solution of strategic tasks both in the long run and in the medium and short term, i.e. their solution in terms of strategic, tactical and operational management. Such specification of human resources management strategy and bringing it to strategic objectives and individual actions is embodied in the strategic plan – a document containing specific tasks and measures to implement the strategy, the timing of their implementation and responsible executors for each task, the amount of resources required.Results. Implementation of human resources management strategy is an important stage of the strategic management process. For it to be successful, the organization's management must adhere to the following rules: firstдн, the goals, strategies, tasks of personnel management must be carefully and timely communicated to all employees of the organization in order to obtain from them not only understanding of the organization and service personnel management, but also informal involvement in the implementation of strategies, in particular, the development of obligations to employees of the organization to implement the strategy; secondдн, the general management of the organization and the heads of personnel management service must not only ensure the timely use of all necessary resources (material, equipment, office equipment, financial, etc.), but also have a plan for implementing the strategy in the form of targeted guidelines for the state and development labor potential and record the achievement of each goal.Practical implications. The process of implementing the strategy of an industrial enterprise requires fundamentally different approaches than the process of strategy formation. First of all, because it is mainly organizational process, while the formation of strategy is mainly an analytical one. The process of implementing the company's strategy can also be divided into certain conditional stages, more precisely, areas of activity that should be included in the action plan to implement the strategy. Initial among them is decomposition, i.e. the development on the basis of a strategic plan of tactical, operational plans, as well as policies, programs, projects, rules and procedures.Value/originality. Thus, the relationship of personnel strategy and general strategy of enterprise development is realized through a mechanism that includes: coordination of goals of both strategies, the relationship of their functions, coordination of business processes of personnel management with other business processes, integration of personnel strategy results to aggregate results of the organization, control of compliance of the obtained results with the defined strategic goals of the organization. Of particular importance is the approach to human resource management as a business process. Personnel processes as a certain sequence of interrelated actions for the implementation of personnel management functions are aimed at: transformation of human assets of the organization in accordance with its strategic priorities; transformation of working conditions of employees of the organization in accordance with the expectations and needs of staff; creation of new management technologies and other HR-products.
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Mihova, Toni, and Ivelina Ivanova. "INDUSTRY 4.0 – CHALLENGE TO HUMAN RESOURCES." ENVIRONMENT. TECHNOLOGIES. RESOURCES. Proceedings of the International Scientific and Practical Conference 2 (June 17, 2021): 112–15. http://dx.doi.org/10.17770/etr2021vol2.6561.
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The report examines the key role of human resources in implementing the digital transformation of business processes in Bulgarian industrial enterprises. The survey was conducted in fifty-eight industrial enterprises in Bulgaria; the participants in the study were 232 HR managers and specialists. The main method of research is the questionnaire and the paper contains the results of the analysis of this questionnaire
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Веретехина, Svetlana Veretekhina, Смирнова, and E. Smirnova. "Information Technologies of Organizing HR Processes Management." Management of the Personnel and Intellectual Resources in Russia 5, no. 3 (June 10, 2016): 63–66. http://dx.doi.org/10.12737/20667.
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The article proves the necessity to use information technology for improving HR processes management. Human capital is explored as long-term economic resource. It is proved that the use of automatization systems of personnel records contributes to the competitiveness of the organization. The effectiveness of organizing personnel management processes is considered at the current stage of society development. Value of intellectual resources management is significant for organization. The results of research are summarized.
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Arzamasova, G. S., and I. A. Esaulova. "Green Human Resource Management a Concept of Human Resources Management of Environmentally Responsible Business." Vestnik NSUEM, no. 2 (July 6, 2020): 42–53. http://dx.doi.org/10.34020/2073-6495-2020-2-042-053.
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The article presents an analysis of scientific approaches to human resource management in the context of the environmental sustainability of an organization within the framework of the Green Human Resource Management (GHRM) concept. Two directions of GHRM were identified: an environmentally-oriented approach based on the application of traditional personnel management practices in the environmental management system (recruitment, introduction to work, assessment, training and incentives fo employees), and environmentally-integrated – including a wide range of management policies and practices that promote corporate environmental strategy through the integration of environmental values and company goals into activities at every workplace. The directions and tasks of forming the GHRM concept that are relevant for Russian researcher and HR-managers are identified.
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Kim, Andrea. "Human resource strategies for organizational ambidexterity." Employee Relations: The International Journal 41, no. 4 (June 3, 2019): 678–93. http://dx.doi.org/10.1108/er-09-2017-0228.
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Purpose The purpose of this paper is to propose a comprehensive framework that delineates how human resource (HR) practices are differentially configured for exploitative and explorative innovation as well as how the sets of HR practices support these two types of innovation. Design/methodology/approach Based on the structural ambidexterity approach and a bottom-up process in the multilevel theories, this research derives the need for the differential managerial structures for exploitation and exploration at the unit level. In addition, the Input–Process–Outcome model of team effectiveness and multilevel theories are employed to discuss the internal nature (e.g. resources, work styles) of exploiting and exploring units. Finally, building on strategic HR management literature, this research configures exploitation-targeted and exploration-targeted HR systems and delves into how these differentiated HR systems generate differential inputs of human capital resources and thereby foster exploitative and explorative innovation processes. Findings This research proposes several factors for exploitation and exploration, including: necessary inputs (i.e. commitment, narrowness, and cohesion for exploitation vs thoughtfulness, breadth, and openness for exploration), idiosyncratic innovation processes (i.e. convergent collective cognition vs divergent collective cognition), and differentiated HR systems comprised of different forms of unit staffing (homogeneity vs heterogeneity), performance appraisal, incentives, and training and development (short-term vs long-term orientation). Originality/value The proposed theoretical framework contributes to an improved understanding of the psychological foundation of organizational ambidexterity and systematizing how diverse HR practices work together to elicit exploitative and explorative innovation from employees.
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Pogodzinski, Ben. "The microfoundations of human resources management in US public schools." Journal of Educational Administration 54, no. 5 (August 1, 2016): 537–57. http://dx.doi.org/10.1108/jea-09-2015-0076.
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Purpose – The purpose of this paper is to identify the extent to which human resources (HR) decision making is influenced by the social context of school systems. More specifically, this study draws upon organizational theory focussed on the microfoundations of organizations as a lens identify key aspects of school HR decision making at the district and school level. Design/methodology/approach – Interview data were collected from district-level HR directors and local union presidents across 11 districts in Michigan and Indiana. The interviews provided information on the formal and informal aspects HR management. The interviews were audio recorded and transcribed, and the constant comparative method was used to move from initial codes to higher levels of abstraction (Miles and Huberman, 1994; Strauss and Corbin, 1990). Multiple data collection methods were utilized to help validate the interview data that were collected (Stake, 2004). Findings – The key findings show that social relationships, particularly at the school level, influence the distribution of teachers within a district. The findings support the need for closer attention to be given to the social dynamics of school systems and the impact this has on HR decision making, particular with regard to the influence of informal organizational structures and day-to-day interactions within systems. Originality/value – The current body of research does not fully attend conceptually or empirically to the broader social context of a school system which shape HR decisions. Specifically, researchers and practitioners need to further address the ways that the social dynamics of school systems shape administrative decision making with regard to HR management.
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Gibbs, Chris, Fraser MacDonald, and Kelly MacKay. "Social media usage in hotel human resources: recruitment, hiring and communication." International Journal of Contemporary Hospitality Management 27, no. 2 (March 16, 2015): 170–84. http://dx.doi.org/10.1108/ijchm-05-2013-0194.
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Purpose – The purpose of this study is to explore the use and non-use of social media (SM) by North American hotels for human resource (HR) activities. Design/methodology/approach – This exploratory study used an online survey and a sampling frame of 1,711 North American hotels with 300 or more rooms, excluding economy properties. With a response rate of 17.1 per cent and a defined population, data were weighted to reflect the midscale, upscale and luxury market classes. Findings – Slightly more than half of North American hotels use SM for HR activities. Higher service level hotels are related to SM HR use generally; midscale properties report higher usage for internal communication. Use of SM in hotel HR is more focused on marketing versus recruitment activities. Research limitations/implications – The generalizability and, therefore, implications are limited to North American hotels, midscale or higher with 300 or more rooms. Future research should complement this broad-based study by delving more deeply into rationale for HR communication over hiring functions for SM and its overall adoption for HR in the hospitality industry. Practical implications – This study provides an understanding of how SM is being used and its perceived usefulness across a variety of HR activities. The findings will inform the application of SM for hotel HR purposes. Originality/value – This is the first empirical study about SM and HR practices in the North American hotel industry.