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Sorting is a very important algorithm to solve problems in computer science. The most well-known divide and conquer sorting algorithm is quicksort. It starts with dividing the data into subarrays and finally sorting them.

In this paper, the algorithm named Dual Parallel Partition Sorting (DPPSort) is analyzed and optimized. It consists of a partitioning algorithm named Dual Parallel Partition (DPPartition). The DPPartition is analyzed and optimized in this paper and sorted with standard sorting functions named qsort and STLSort which are quicksort, and introsort algorithms, respectively. This algorithm is run on any shared memory/multicore systems. OpenMP library which supports multiprocessing programming is developed to be compatible with C/C++ standard library function. The authors’ algorithm recursively divides an unsorted array into two halves equally in parallel with Lomuto's partitioning and merge without compare-and-swap instructions. Then, qsort/STLSort is executed in parallel while the subarray is smaller than the sorting cutoff.

In the authors’ experiments, the 4-core Intel i7-6770 with Ubuntu Linux system is implemented. DPPSort is faster than qsort and STLSort up to 6.82× and 5.88× on Uint64 random distributions, respectively.

The authors can improve the performance of the parallel sorting algorithm by reducing the compare-and-swap instructions in the algorithm. This concept can be used to develop related problems to increase speedup of algorithms.

This manuscript explores the evolving roles of HR professionals amidst global megatrends and organizational transitions, focusing on the Italian context, which has experienced disruptive adoption of new forms of work such as remote and hybrid work. In this challenging scenario, our research aims to uncover if and how HR professionals are transforming their roles or maintaining the status quo in navigating organizational changes, dealing with the upcoming working scenario, and challenging conventional perceptions of HR practitioners.

The study employs the social-symbolic work lens, that contributes to a deeper understanding of how HR professionals work to construct organizational life, the identities of employees, and the societal norms and assumptions that provide the context for organizational action. This perspective highlights HR professionals’ personal efforts, consisting of the emotional labor entailed in steering organizational transformations and, eventually, maintenance in a context where remote work has become prevalent. Data was collected through 16 online focus groups involving 76 HR professionals from Italian organizations.

Our research offers two interrelated contributions to HR literature. First, we provide pieces of evidence on how HR practitioners act as agents of change in two emerging roles: the “Wannabe Hero” and the “Ordinary Hero”. This challenges the prevailing rhetorical discourse about the so-called HR business partner. Secondly, we delve into the persistent obstacles that hinder HR professionals from making a substantial impact in addressing radical changes. These findings will provide useful insights into effectively engaging HR practitioners as agents of change in organizational transformation, shedding light on praxis, structures, and their emotional work.

The paper analyzes HR professionals’ social-symbolic work, which offers an original contribution to the comprehension of the activities they carry on in practice and the emotions they have been experiencing. These influence both the way HR professionals play their role and the organizational and institutional environment.