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This paper explores the use of social media (SM) in Human Resource Management (HRM). Building on the configurational approach, the study investigates the existence of different configurations of social e-HRM, their consequences for the organizations and their predictors.

This empirical study draws on a survey administered to HR directors of 176 companies operating in Italy. Two-step cluster analysis, test for variance and logistic regressions were employed for data analysis.

Three social e-HRM configurations emerged – non-use, relational use and extended relational use – which distinguish different goals for using SM in HRM. The three configurations lead to similar outcomes for organizations, even if SM users, in general, enjoy greater success than non-users. Certain structural, strategic and HRM factors are systematically and variously associated with each configuration.

The study is based on cross-sectional research, and thus it is difficult to identify causal links between the variables. The study also relies on data collected in a specific national context, which limits the generalizability of the results.

The study suggests that different and equally effective social e-HRM configurations exist and that their presence is predicted by specific structural, strategic and HRM factors.

The study contributes to an emerging and still scarce literature on types, drivers and outcomes of SM use in HRM.

External factors such as global competition and new technologies, require organizations to be innovative. Such organizational innovations also ask for innovative human resource management (HRM). However, in the current literature, it is not completely clear what innovative HRM means, as it is conceptualized in different ways. This study aims to provide clarity about innovative HRM by suggesting a new measurement scale; formulating hypotheses about some core determinants of innovative HRM; and investigating how innovative HRM relates to organizational innovation.

Using a sample of 719 Dutch organizations it was possible to investigate the properties of the inventory and examining several determinants of innovative HRM and how it relates to organizational innovation.

The innovative HRM scale is internally consistent and differs from other HRM indicators. It is explained by external developments, organizational size and stability of the organization. Finally, innovative HRM is a predictor of organizational innovation.

The measure that was developed in this paper is new to the literature. Innovative HRM has not been measured in a similar way to date. Besides that, the innovative HRM Survey is a novel data set.

Considering the human factor, the quality of the personnel is vital to ensure especially the value creation in the ports. Therefore, employee quality stands out for withstanding the pressures that stem from global trade on its operational speed felt by ports in recent years. Accordingly, the selection of the qualified personnel at the ports is very critical and a tool based on dynamic capabilities is needed to manage this process well. The aim of this study is to develop a model based on dynamic capabilities for recruitment process of ports.

Port personnel should have dynamic capabilities detected from the literature. These capabilities were approached as criteria. In this study, Buckley's proposed fuzzy analytical hierarchy process (AHP) method was employed for weighting the whole criteria. After that, weights of the criteria were used to prioritize alternatives with the fuzzy TOPSIS method.

This model reflects port managers' priorities and port customers' evaluations. Thus, the model can also reflect the level of integration of ports' related department managers into the recruitment process. The analyses allow the evaluation of the attitudes of the human resources department in the related port while fulfilling the personnel recruitment function. As a result of analyses, differences between perceptions of port managers and customers served as a feedback to the human resource management department of the ports.

One of the originalities of this study was derived from its customer-oriented perspective. This is a unique study that gathers common personnel capabilities related to the operation, planning and customer relationship departments and evaluates the success of these capabilities from the customer perspective.

The paper aims to relocate discussions on police stops and police interactions from the Anglophone world to the particularistic context of the post-colonial state of India. The paper further frames the everyday policing practices in a theoretical dialog between questions of legitimacy, accountability and tolerated illegalities. For that purpose, the author contextualizes the discussion in the post-colonial state of India, in the jurisdictions of two police stations (PSs), in the National Capital Territory of Delhi and the State of Kerala.

The author conducted ethnographic studies in one station each in Kerala and Delhi, India, from February to July 2019 and July 2019 to January 2020, respectively. The study mapped everyday power relations as the relations manifested within the site and jurisdiction of the PSs.

Through the research, the author found that to fully understand everyday practices of policing, especially police interactions and police stops, one must contextualize the police force within the administrative power-sharing relations, police force's accountability structures, legal procedures and class dynamics, which mark the terrain in which personnel function. In that terrain, the author found that the dialog between particularistic legitimacy, accountability and tolerated illegalities offered an important framework to interpret the everyday policing practices.

Through the paper, the author seeks to expand the analysis of ethnographic descriptions of policing by contextualizing them in the political economy of the state. In doing so, the author aims to provide a framework through which police interactions in post-colonial India could be understood

The purpose of this paper is to increase knowledge of the role organizational factors have in how health personnel make efficiency-thoroughness trade-offs, and how these trade-offs potentially affect clinical quality dimensions.

The paper is a thematic synthesis of the literature concerning health personnel working in clinical, somatic healthcare services, organizational factors and clinical quality.

Identified organizational factors imposing trade-offs were high workload, time limits, inappropriate staffing and limited resources. The trade-offs done by health personnel were often trade-offs weighing thoroughness (e.g. providing extra handovers or working additional hours) in an environment weighing efficiency (e.g. ward routines of having one single handover and work-hour regulations limiting physicians' work hours). In this context, the health personnel functioned as regulators, balancing efficiency and thoroughness and ensuring patient safety and patient centeredness. However, sometimes organizational factors limited health personnel's flexibility in weighing these aspects, leading to breached medication rules, skipped opportunities for safety debriefings and patients being excluded from medication reviews.

Balancing resources and healthcare demands while maintaining healthcare quality is a large part of health personnel's daily work, and organizational factors are suspected to affect this balancing act. Yet, there is limited research on this subject. With the expected aging of the population and the subsequent pressure on healthcare services' resources, the balancing between efficiency and thoroughness will become crucial in handling increased healthcare demands, while maintaining high-quality care.

The purpose of this study is to describe council structure, its benefits, supportive and obstructive factors and developmental needs as a part of shared governance in a university hospital.

This is a descriptive study, where semi-structured interviews with 12 nurses was conducted in 2014 and documents from 75 council meetings from 2009 to 2014 were gathered and analyzed. Qualitative content analysis method was used on the data.

The study hospital has been developing nursing shared governance with unique structure and processes of councils. Professors and university researchers act as chair and members are voluntary nursing staff. The factors supporting the councils are nurse managers’ support, enthusiastic personnel and neighboring university. The factors obstructing the councils are lack of time, understanding and skills. The work of the councils benefits the organization by improving patient care, harmonizing nursing practices and informing decision-making. The council’s developmental needs were more visibility, concentration into everyday problems and interprofessionality.

Applying nursing shared governance structures into an organization improves the professional practice environment of nursing personnel.

The study hospital has its own, unique council structure. It did not cover the whole hospital or all of the nursing personnel, but it is already producing promising results. It should be given an official status and more support from nurse managers, and it should be developed into an inter-professional discussion. The results presented here indicate that shared governance, even, in its early stage, contributes positively to the quality of care, harmonizes nursing practices and informs decision-making. Applying shared governance structures into an organization improves the professional practice environment of nursing personnel. The study showed concrete supporting and obstructing factors that should be notified in nursing leadership.

Despite the extensive empirical studies on nursing shared governance, there is very little research on councils in the Scandinavian countries.

This study explores municipal leaders' perceptions on strategic human resource management in their local government organization. Previous studies on companies demonstrate that the top manager's perceptions of the importance of human resource management (HRM) for the organization are reflected in the quality of human resource management and its strategic role. The authors are interested in how leaders in municipalities perceive HRM.

The authors interviewed 30 leaders of Finnish municipalities for this qualitative study focused on municipal leaders' perceptions of HRM. The authors applied a discourse analytical approach in the analysis.

The authors recognized four discourses that frame perceptions of HRM: HRM as a strategic weapon, HRM as an underperformer, HRM as a matter of formality and HRM as a cost generator. In addition, the authors recognized that the discourses reflected leaders' self-positioning in relation to the power to impact issues related to HRM. Shifting between distinct roles demonstrated that municipal leaders' emphasis on HRM and its strategic alignment reflects the power relations in the municipality and the attitudes to the importance of HRM.

This study contributes to the academic discussions on HRM in municipalities and provides views on the municipal leader's role and impact on valuing and investing in HRM. From a practical point of view, the study will increase municipal leaders' knowledge of HRM's impact on the performance of the organization and also of the possible means of HRM.