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The aim of this study is to examine in detail the impact of technological advancements on the workforce within the tourism industry. Specifically, it seeks to understand the effects of information and communication technologies (ICT), social media, the internet and websites, mobile technologies and other technological developments on workforce dynamics, skill requirements and job descriptions. The research intends to analyze how technological innovations are transforming the workforce and how these transformations are influencing practices within the industry.

This study employs a comprehensive literature review to understand the impact of technological innovations on the workforce in the tourism industry. The research aims to conduct an in-depth examination of empirical data obtained from extensive databases in the fields of technology and tourism and detail the effects of technological advancements on the workforce. Additionally, it includes a general assessment of trends and transformation processes within the sector by synthesizing findings from existing literature on the relationship between technology and workforce.

The results of the research reveal that technological innovations have fundamentally transformed workforce dynamics and job descriptions. Developments in information technology have led to the automation of routine tasks and the creation of high-skilled new job roles. Social media has contributed to the emergence of new job roles and skill requirements, while the internet and websites have altered digital marketing strategies. Mobile technologies have increased the necessity for the workforce to develop mobile skills. Furthermore, big data and artificial intelligence applications have enhanced the workforce’s data management and analysis capabilities.

This study makes a significant contribution to understanding the impact of technological innovations on the workforce in the tourism industry. The findings emphasize how technological changes have altered skill requirements and job descriptions, highlighting the increased need for continuous education and skill development.

Due to government policies, accreditation demands, competition, digital India reforms and National Education Policy (NEP) 2020, the need for electronic human resource management (e-HRM) has increased considerably in the Indian higher education (HE) sector, but the literature has revealed that the adoption of e-HRM practices in Indian HE institutions (HEIs) is still in its embryonic stage; therefore, the purpose of the current qualitative study is to explore the challenges and facilitators of e-HRM adoption in the Indian HE sector through interpretative phenomenological analysis (IPA).

The present study incorporates IPA, to capture the personal lived experiences of the HR executives employed in the Indian HEIs. Using purposive sampling, semi-structured interviews were conducted with the HR executives employed in Indian universities and institutions to know the perspectives on the adoption of e-HRM practices in Indian HEIs.

The study identified two superordinate themes, namely, challenges and facilitators of e-HRM adoption in the Indian HE sector. The superordinate theme “challenges” comprises eight sub-themes. Further, the theme “facilitators” consists of six subthemes.

The study has implications for the stakeholders of the HE sector, i.e. HR practitioners, top executives of the HE sector, government and HE regulators and other stakeholders of the HE sector.

This study has given deep insights into the challenges and facilitators in the adoption of e-HRM practices in the Indian HE sector, and to the best of the authors’ knowledge, no study till date has filled this knowledge gap through qualitative exploration using IPA.

The study explores inclusive and sustainable growth in Micro, Small and Medium Enterprises (MSME) by examining people-oriented practices that expand employment opportunities for women. It uses the Conservation of Resources Theory to explore sustainable HRM practices like telecommuting, managerial support and understanding generational preferences to enhance women's well-being.

The study captures the impact of HRM practices on employee well-being using multi-source data that were collected through an online questionnaire administered to 2,856 female employees in 18 Indian MSMEs. We then use PLS-SEM (SmartPLS-4 and PLS-multi-group analysis (PLS-MGA)) to analyze predictors of employee well-being.

The data analysis revealed that satisfaction with HRM practices positively impacted employee well-being. Secondly, satisfaction with telecommuting mediated the relationship between satisfaction with HRM practices and employee well-being. Thirdly, managerial support positively moderated the relationship between satisfaction with telecommuting and well-being. Lastly, generational cohort membership moderated the satisfaction with HRM policies and well-being, with Generation Z having a stronger need than Generation Y.

This study emphasizes the significance of robust and gender-sensitive HRM practices in MSMEs in high-growth emerging markets. It emphasizes the need for telecommuting policies and the role of managers in creating a supportive work environment for women. By implementing these insights, MSMEs can develop effective strategies to attract, retain and promote the well-being of women employees, thereby fostering sustainable HRM practices.

This study explores sustainable MSME HRM practices supporting gender inclusions and women’s well-being in high-growth emerging markets. By focusing on gender inclusion and the impact of telecommuting, generational preferences and managerial support, we contribute to mechanisms for sustainable labor as an economic and social concept.

The aim of this study is to explore employees’ perceptions of the role of human resources (HR) departments in Jordanian organisations and the reasons behind these perceptions.

Semi-structured interviews were conducted with 23 employees who work at different organisations in various industrial sectors in Jordan.

Employees perceive HR roles as: providing transactional services (traditional); working as business partners to facilitate other departments’ roles (limited). Perceptions of HR professionals and the role of HR departments were generally negative, due to: societal-cultural norms and stereotypes of HR departments and HR professionals; the role of Wasta (a localised form of favouritism) in affecting HR practices; employees’ personal experiences with HR departments and HR professionals at their workplace; and the non-availability of human resources management (HRM) degrees in Jordan.

Limited research has explored varying perceptions about HR departments and their impacts on business contexts in emerging markets, including Jordan. This research is unique as it identifies the reasons behind common misconceptions of HR roles in Jordanian organisations. It extends beyond existing literature by integrating employees’ perceptions of the role of the HR departments to understand the consequences for HR practices’ operational effectiveness. It also pioneers consideration of societal culture in shaping these perceptions, which helps us build theories for future testing and generalisation purposes in other contexts with cultural commonalities. This study also highlights the current state of HRM development in Jordan, which helps in setting the agenda for future research in the country and the Middle East and North Africa region.

Addressing workforce shortages in operations and supply chain management (OSCM) necessitates adaptive measures by both individuals and organizations, with a pivotal role played by Human Resources (HR). This impact pathway delves into how healthcare organizations can effectively manage workforce shortages, informed by HR practices. Through an in-depth understanding of healthcare organizations, the authors pinpoint challenges and concerns linked to workforce shortages. Pathways are proposed to stimulate future OSCM research and collaboration, leveraging innovative and creative methods from the HR field.

Data was collected from various representatives from healthcare organizations to explore how healthcare organizations for people with intellectual disabilities address the challenges stemming from contemporary workforce shortages.

Three pathways were outlined to address workforce shortages in healthcare supply chains, utilizing intellectual disability care as a representative example. These pathways comprise optimizing the potential of the current workforce, illustrating innovative HR practices for enhancing their performance, and proposing strategies for retaining these valuable workers.

Despite its potential, the HR domain remains relatively underdeveloped within OSCM research. The authors show how HR practices can potentially mitigate impending workforce shortages. While utilizing intellectual disability care as a representative example, this paper proposes that the impact pathways identified can be extended to various other healthcare settings.

HRM decentralization and devolution have been highlighted as key HRM processes in organizations’ quest for increased flexibility. Although they have been extensively studied in the MNC and International HRM literature, they have mainly been examined on a separate basis, and their definition and operationalization have often been confused. Thus, we first clarify the difference between the two concepts by refining the definitions by Hoogendoorn and Brewster (1992), and then empirically examine how they are related.

The relationship between HRM decentralization and devolution is examined by means of a survey in a large multi-country sample of multi-unit organizations.

Regarding our clarification objective, we contend that devolution has to do with who takes responsibilities for HRM (i.e. line managers or HRM professionals) while decentralization refers to where HRM responsibilities are allocated (i.e. headquarters or increasingly local units). Regarding the relationship between the two concepts, the results show that higher levels of HRM decentralization are related to higher levels of devolution, but this association is attenuated in organizations with more powerful HRM departments.

The study contributes to theory and practice by disentangling, at the conceptual, operational, empirical and practical levels, two different but related HRM decisions (how much to devolve and how much to decentralize HRM) that organizations must make to efficiently cope with the characteristics of their own structure and competitive environment. It highlights the role of the relative power of HRM departments in how HRM responsibilities are ultimately distributed across the organization.

Artificial intelligence (AI) can enhance human resource resiliency (HRR) by providing the insights and resources needed to adapt to unexpected changes and disruptions. Therefore, the present research attempts to develop a framework for future researchers to gain insights into the actions of AI to enable HRR.

The present study used a systematic literature review, bibliometric analysis, and network analysis followed by content analysis. In doing so, we reviewed the literature to explore the present state of research in AI and HRR. A total of 98 articles were included, extracted from the Scopus database in the selected field of research.

The authors found that AI or AI-associated techniques help deliver various HRR-oriented outcomes, such as enhancing employee competency, performance management and risk management; enhancing leadership competencies and employee well-being measures; and developing effective compensation and reward management.

The present research has certain implications, such as increasing the HR team's proficiency, addressing the problem of job loss and how to fix it, improving working conditions and improving decision-making in HR.

The present research explores the role of AI in HRR following the COVID-19 pandemic, which has not been explored extensively.

Organizational scholars studying compensation often place an emphasis on certain employee groups (e.g., executives). Missing from this discussion is research on the compensation systems for low-wage jobs. In this review, the authors argue that workers in low-wage jobs represent a unique employment group in their understanding of rent allocation in organizations. The authors address the design of compensation strategies in organizations that lead to different outcomes for workers in low-wage jobs versus other workers. Drawing on and integrating human resource management (HRM), inequality, and worker literatures with compensation literature, the authors describe and explain compensation systems for low-wage work. The authors start by examining workers in low-wage work to identify aspects of these workers’ jobs and lives that can influence their health, performance, and other organizationally relevant outcomes. Next, the authors explore the compensation systems common for this type of work, building on the compensation literature, by identifying the low-wage work compensation designs, proposing the likely explanations for why organizations craft these designs, and describing the worker and organizational outcomes of these designs. The authors conclude with suggestions for future research in this growing field and explore how organizations may benefit by rethinking their approach to compensation for low-wage work. In sum, the authors hope that this review will be a foundational work for those interested in investigating organizational compensation issues at the intersection of inequality and worker and organizational outcomes.

This study aims to examine the association between globally responsible leadership (GRL) and pro-environmental behavior (PEB), specifically probing the mediating role of green management initiatives (GMI) in this relationship.

This study used a quantitative research design, using survey data from 390 participants working in manufacturing sector organizations in one of the emerging economies in the Asian region, namely, Pakistan. AMOS was used to test the hypothesized relationships.

The results reveal that GRL has a significant positive link with GMI and PEB. In addition, this study found that GMI mediates the association between GRL and PEB, suggesting that GRL indirectly promotes PEB through the implementation of GMI.

This study has several limitations, including its reliance on self-reported data, its cross-sectional design and its focus on participants from only one nation. Future research may benefit from using mixed-study designs and diverse samples from multiple industries and nations.

The results suggest that businesses can promote PEB among their staff by adopting GRL and implementing GMI. In doing so, businesses can demonstrate their commitment to sustainability, enhancing their credibility and competitive advantage.

This research contributes several new insights to the existing literature on sustainable leadership. First, it provides empirical evidence to support the hypothesis that GRL, GMI and PEB are interrelated. Second, it highlights the mediating role of GMI in this relationship.

This study aims to fill a gap in the literature by investigating the relationship between sustainable HRM, organizational resilience, and social, economic, and environmental sustainability.

This study utilized a quantitative approach to examine the relationship between sustainable HRM, organizational resilience, and sustainability within the hotel industry. The research was conducted through a simple random survey of 153 hotels and restaurants, using online and face-to-face data collection methods. The data is analyzed through AMOS.

The study highlights that sustainable HRM practices enhance organizational resilience and contribute to social, economic, and environmental sustainability. This research makes theoretical contributions to the literature on HRM and sustainability while offering practical insights for the hotel industry in implementing sustainable HRM to tackle the grand challenge of sustainability. Our findings indicate a positive influence of sustainable HRM on sustainability through organizational resilience.

Previous research needs to adequately explore how sustainable HRM contributes to all three dimensions of sustainability. This study aims to address this gap and provide implications for academics and managers by presenting evidence that sustainable HRM makes organizations resilient, leading to social, economic, and environmental sustainability.