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Proposes a method to assess the relative value of organizational human resource (HR) based on total performance. The total performance of the man‐machine resource base of an organization includes its profitability together with how it affects the interests of consumers, the national economy and society (i.e. other than profitability performance). The total performance thus achieved, judged in relation to the plant base used, reflects the productivity of HR. Such a productivity level achieved by the HR viewed in relation to the man‐related cost reflects the “external value” of HR. The impact of certain uncontrollable external factors (which may not be attributable to HR) has been assessed on the organizational total performance to reflect the controllable dimension of HR value, i.e. the “internal value” of organizational HR. The proposed method has been applied in an integrated iron and steel plant to study its HR value over a ten‐year period.

This study aims to investigate the impact of job rotation on employee performance and explores the mediating role of human resources (HR) strategy and training effectiveness on this relationship, within the petrochemical industry, which represents a highly specialist and hazardous industrial context.

Data was collected through a questionnaire which was distributed among the experts working in an Iranian petrochemical organization. Previously validated scales were used to measure job rotation, employee performance, HR strategy and training effectiveness, and partial least squares structural equation modeling was used for hypothesis testing.

The research findings indicated that job rotation had a negative effect on employee performance, while training effectiveness and HR strategy positively mediated the relationship between job rotation and employee performance. This highlights the importance of ensuring effective training and a HR strategy to support job rotation of skilled and specialist employees.

Managers of employees in specialist and hazardous industries, such as petrochemical workers, interested in job rotation to support employee career development, should be mindful of potential negative implications on employee performance. To support and improve employee performance, job rotation should be considered alongside HR strategy and training.

Previous research has largely focused on the value of job rotation to develop managers’ organizational understanding and to reduce injury within blue-collar work, which has led to a paucity of research into job rotation within highly skilled and specialist industrial roles. It is highlighted within the literature that it remains unclear what supports effective job rotation. This study addresses this lacuna by investigating how job rotation affects employee performance in a highly skilled and specialized industry and how strategy and training effectiveness mediate this effect.

The study investigates the mediating effect of HR flexibility in the relationship between capacity-enhancing HR practices and job performance in small and medium-sized enterprises (SMEs) operating in Egypt.

On the basis of the literature review, the results imply a quantitatively tested conceptual model. The model is empirically validated using the partial least squares method to structural equation modelling (PLS-SEM) with survey data from 270 SME owners and managers in Egypt. The sample was selected using a quota sampling approach for small and medium-sized businesses and a proportionate stratification sampling method for the industry and region.

Findings for the sample revealed that capacity-enhancing HR practices affected job performance positively and significantly. The findings also revealed a direct, positive and significant impact of capacity-enhancing HR practices on HR flexibility and HR flexibility on job performance. Functional flexibility was identified as a significant mediator of the capacity-enhancing HR practices-job performance link, whereas behavioural and skill flexibility were not significant mediators for such a relationship.

The study's cross-sectional design is an evident weakness. All variables were self-reported; this may raise issues regarding method bias. Other limitations include the generalisability of the study's findings outside the setting in which it was conducted. The accuracy of the field study results would have been enhanced if they had not been limited exclusively to the geographical confines of Egypt.

The paper proposes many implications emphasising the role of HR flexibility in enhancing the performance of SMEs. The study developed a mediation model to understand how SMEs boost the performance of human resources by focusing on flexibility dimensions. Accordingly, companies may strategically employ flexible practices and provide an environment that encourages skill and behavioural development.

Research has suggested that employees interpret high-performance work systems (HPWSs) as targeting two distinct organizational objectives: enhancing performance and promoting employee well-being. These attributions often exert divergent effects on employee attitudes. Thus, this study aims to investigate this dynamic within the context of the Korean nursing occupation, clarifying how the HPWS can simultaneously evoke dual attributions: human resource (HR) well-being and HR performance attributions. Additionally, the authors examine the contrasting effects of these attributions and identify a moderating variable that could reconcile them. Drawing on the psychological experience of status theory, the authors conceptualize and test the moderating effect of employees' self-perceived status on the relationship between HR performance attribution and affective commitment.

Data were collected from 475 nurses in 82 work units in Korean hospitals. Hypotheses were tested in a multilevel moderated mediation model.

The findings revealed that an HPWS elicits HR well-being and HR performance attributions. While HR well-being attribution was positively associated with affective commitment, HR performance attribution was positively related to affective commitment when employees' self-perceived status was high. Moreover, the HPWS demonstrated an indirect relationship with affective commitment via increasing HR performance attribution when self-perceived status was high.

Although the personal meaning of HR attributions differs depending on the perceiver’s situation, this aspect has received little attention in the field of research. This study advances the understanding of HR attributions derived from the HPWS within the specific context of Korean nursing. Furthermore, the authors suggest that the two attributions may not conflict with each other, indicating that the impact of HR performance attribution is conditional on an individual’s self-perceived status.

The study explores the factors affecting the use of smart human resource management 4.0 (SHRM 4.0) practices and its effect on dynamic capabilities and, consequently, on organizational performance.

The authors used socio-technical and dynamic capabilities theory to propose the notable research model. The authors explored the factors driving the use of SHRM 4.0 practices and their contribution to organizational performance through the development of dynamic capabilities. The authors collected data from 383 senior HR managers using a structured questionnaire, and PLS-SEM was used to analyze the data.

The results show that socio-technical factors such as top management support, HR readiness, competitive pressure, technology readiness and perceived usefulness influence the use of SHRM 4.0 practices, whereas security and privacy concerns negatively influence them. Furthermore, the authors also found the use of SHRM 4.0 practices influencing the dynamic capacities (build (learning), integration and reconfiguration) and, subsequently, its impact on organizational performance.

Its novelty lies in developing a model using dynamic capabilities and socio-technical theory to explore how SHRM 4.0 practices influence organizational performance through dynamic capabilities. This study extends the literature on SHRM 4.0 practices, HR technology use, HR and dynamic capabilities by contributing to socio-technical theory and dynamic capabilities and expanding the scope of these theories in the area of HRM. It provides crucial insights into HR and top managers to benchmark SHRM 4.0 practices for improved organizational performance.

This study aims to identify the influence exerted by the performance of human resources (HR) through effectiveness and efficiency in the success of business projects in Mexico.

The methodological design was quantitative, explanatory, observational and transversal, where a sample of 502 was used. A structural equation model (SEM) was developed using the statistical software AMOS v25 to test the hypothesis. SPSS v25 was used for data analysis. Regarding the goodness and fit indices of the SEM, χ² = 388.83/df = 143; χ²/df = 2.71; p < 0.001; GFI = 0.92; AGFI = 0.91; CFI = 0.96; TLI = 0.95; NFI = 0.94; IFI = 0.96; RMSEA = 0.05; RMR = 0.04; SRMR = 0.03, which turned out to be acceptable.

Through the results obtained through the SEM, it is shown that there is a positive and significant relationship between the performance of HR through their effectiveness (r = 0.65, p < 0.01) and efficiency (r = 0.64, p < 0.01) with respect to the success of the business projects. Likewise, the effectiveness of HR has a positive and significant influence on the efficiency (ß₂ = 0.46; p < 0.001) and the success of business projects (ß₃ = 0.89; p < 0.001) in Mexico. In the same way, efficiency positively and significantly influences the success of enterprises (ß₄ = 0.35; p < 0.001) in Mexico.

In this research, only the performance of the HR was assessed through efficiency and effectiveness as one of the variables that intervene in the development of the business project, and that is one of the main factors of analysis to achieve the success of the enterprise. In this sense, the results are limited to the extent that the findings can be generalized to business projects that are developed in different entities such as universities, incubators and other instances that promote the development of business projects and thereby guarantee success. In this sense, it is considered to carry out more research regarding these variables and others that can study the phenomenon and generate new scientific research.

HR performance is considered as one of the main factors that allow the success of business projects. However, some practical limitations are determined by the vision, strategies, as well as the orientation that entities such as universities, and incubators, among other organizations, determine to develop the business project and thus guarantee its success. Other practical implications lie in the leadership that the entrepreneur exercises in his/her work team and collaborators to generate synergy between them considering culture and identity, as well as the commitment to the business project.

The findings are relevant and of great value because they support entrepreneurship models, giving an alternative focus in the study to achieve success, specifically in the state of Guanajuato, which represents one of the main states that have with a greater number of ventures focused on the automotive, food, leather and footwear cluster, among other SMEs that promote business projects and is one of the main states of the Mexican Republic that contributes to the economic development of the region as well as the nation. Likewise, the study is relevant because there is currently not enough research focused on the variables analyzed on the success of business projects in the Mexican context.

The research examines the role of Smart HRM 4.0 in developing dynamic capabilities and its impact on human resources and organizational performance.

The authors used a grounded theory approach and conducted interviews of 39 senior HR managers from IT, ITeS, consulting, services and E-commerce companies through a semi-structured questionnaire. The authors analyzed the interview data with NVivo 8.0 to identify the themes related to the dynamic capabilities to Smart 4.0 HR practices.

The study provides a conceptual framework for organizational performance using dynamic capabilities built due to Smart HRM 4.0 practices. Organizations use Smart HRM 4.0 to develop dynamic capabilities: building learning and knowledge sharing capability and integration, reconfiguration capabilities. Further, the dynamic capabilities contribute to HR and organizational performance.

This study divulges the role of Smart HRM 4.0 practices in developing dynamic capabilities in Indian firms. The study provides an appealing insight into the structural link between Smart HRM 4.0 and dynamic capabilities, which are yet to be explored. This study extends the Smart HRM 4.0 and dynamic capabilities concepts for senior HR professionals and contributes to human resource management and organizational performance literature.

To understand human resource (HR) practices outcomes on HR decision making, strategic human resource management (HRM) and organizational performance by exploring the HR data quality along with descriptive and predictive financial and non-financial metrics.

This work utilizes the grounded theory method. After the literature was reviewed, 113 HR managers of multinational and national companies in India were interviewed with a semi-structured questionnaire. The collected interview data was analyzed with NVivo 8.0 software.

It is interesting to uncover the descriptive and predictive non-financial and financial metrics of HR practices and their influence on organizational performance. It was found that HR data quality moderates the relationship between the HR practices outcome and HR metrics. This study found that HR metrics help in HR decision-making for strategic HRM and subsequently affect organizational performance.

This study has uniquely provided the descriptive and predictive non-financial and financial metrics of HR practices and their impact on HR decision making, strategic HRM and organizational performance. This study highlights the importance of data quality. This research offers insights to the HR managers, HR analysts, chief HR officers and HR practitioners to achieve organizational performance considering the various metrics of HRM. It provides key insights to the top management to understand the HR metrics' effect on strategic HRM and organizational performance.

This paper aims to understand the role of perception of HR capability, HR service quality, along with HR inducements, which, in turn, provides satisfaction with HR practices and affects employee performance.

The data of 155 managers have been collected through a questionnaire to understand the relationship among the studied constructs using partial least square structured equation modeling (PLS-SEM).

The results suggest that employers should attempt to create a positive perception by providing quality services in the HR domain, and quality services will certainly enhance employee performance.

This study is unique in terms of its contribution. This study has tried to link service quality and satisfaction to HR practices with employee performance. Further, it also shows that HR should be capable and have high HR inducements to provide the necessary and expected HR services, which leads to employee satisfaction with HR practices and employee performance.

In the postpandemic era, organizations have planned a combination of on-site and virtual work to portray the “New Normal”. The authors aim to analyze the effect of virtual team (VT)-building strategies on virtual team performance and HR performance in the “New Normal” context. This study aims to explore the drivers and barriers to VT performance and its contribution to HR performance.

The study utilized the grounded theory approach. Semistructured interviews with 114 VT leaders of national and multinational companies in India were conducted and NVivo 8.0 software was used to analyze data.

VT-building strategies contribute to VT collaboration and subsequently to VT performance. It was found that VT-building strategies catalyze VT collaboration which is impacted by the drivers and barriers of VTs, affecting VT performance and HR performance.

The primary contribution of this work is the development of a framework that delivers important insights to VT leaders, talent managers, HR professionals and academicians.

This study uniquely examines the VT-building strategies and VT performance through the “New Normal” paradigm lens. This study proposes a conceptual model for VT performance and HR performance. It also provides the team-building strategies, drivers and barriers for VT performance. This work offers the roadmap to achieve VT performance and HR performance. This research also contributes to the human resource management literature by discussing the VT performance and HR performance in the “New Normal” paradigm. It provides insights to VT leaders, talent managers, HR professionals and academicians.