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1 – 10 of over 1000Qian Yi Lee, Adrian Wilkinson and Keith Townsend
Existing research has ignored the perspectives of frontline managers (FLMs) in relation to the support they receive. This study aims to understand the extent to which and how…
Abstract
Purpose
Existing research has ignored the perspectives of frontline managers (FLMs) in relation to the support they receive. This study aims to understand the extent to which and how other organisational actors support FLMs in their implementation of performance.
Design/methodology/approach
This article used a qualitative method (57 semi-structured interviews) in two Singapore public sector organisations to understand the types of support provided to FLMs. The interviewees came from various levels and the hierarchical sampling frame allowed for comparisons to be made across the cases.
Findings
The authors found that the HR department, superiors and peers signalled to FLMs the custom and practice of performance management (PM) that led to the FLMs not prioritising their PM responsibilities. Notably, the focus of the FLMs was on meeting operational needs rather than the PM process.
Originality/value
The authors add to the literature by examining the how the support from other organisational actors signalled to FLMs the importance of PM within their work group. This paper also explores how FLMs seek support and the type of support they want in their role.
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Mariana Namen Jatobá, João J. Ferreira, Paula Odete Fernandes and João Paulo Teixeira
This study is dedicated to critically analysing research addressing human resource management (HRM) and the adoption of artificial intelligence (AI) with the purpose of driving…
Abstract
Purpose
This study is dedicated to critically analysing research addressing human resource management (HRM) and the adoption of artificial intelligence (AI) with the purpose of driving development in the field of human resources (HR) at the strategic and managerial level.
Design/methodology/approach
A systematic literature review (SLR) was conducted using the Scopus database, which gathered 61 articles between 2002 and 2022. The SLR process has the potential to, in addition to generating knowledge and theories, support and guide policy development and practice in many disciplines.
Findings
The results of this study allowed the author to identify three main conclusions: (a) there are four thematic clusters – (i) Strategic HR and AI, (ii) Recruitment and AI, (iii) Training and AI and (iv) Future of work; (b) there is a growing academic interest in studying the implementation of AI to develop the HR sector and (c) the application of AI stands out in the strategic HR and AI cluster as a means of achieving profit maximisation and the overall development of the organisation.
Originality/value
This study is the first SLR to present a strategic and managerial view on AI applications associated with specific HRM dimensions. The study is also the first SLR to identify key trends in the literature, drivers and obstacles to the development of AI in HRM and then place them within the landscape of positive and negative approaches in a framework. Also, as a contribution, the study has practical implications for HR managers and practitioners in adopting AI as a decision support in the area's processes.
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Adel Ismail Al-Alawi, Mourad Messaadia, Arpita Mehrotra, Sohayla Khidir Sanosi, Hala Elias and Aysha Hisham Althawadi
The purpose of this study is to discover the factors related to human resource (HR) digital transformation (DT) in Bahrain during coronavirus disease 2019 (COVID-19) and to…
Abstract
Purpose
The purpose of this study is to discover the factors related to human resource (HR) digital transformation (DT) in Bahrain during coronavirus disease 2019 (COVID-19) and to analyze the impact of e-human resource management (e-HRM) on organizational performance. These factors are funding, information technology (IT) infrastructure, technical support, digital skills or talents, organizational culture, employee resistance and top management support. These factors were tested to determine whether they affected HR DT in Bahrain during COVID-19. There are no findings in the researched literature regarding the proposed factors that affect HR DT in Bahrain during COVID-19 in this study.
Design/methodology/approach
For data collection, a quantitative method was applied by conducting an online survey and distributing it to HR executives and employees from multiple organizations in Bahrain, both in the private and public sectors.
Findings
This study proposes a DT adoption model based on seven factors extracted from the literature review. A questionnaire was deployed, and accurate data were collected, processed and then analyzed. The logit model shows determinants factor to the DT adoption where all variables have a positive effect.
Originality/value
Using technology in an organization’s HR practices, known as e-HRM or HR DT, is becoming more crucial since the COVID-19 pandemic. Unlike European countries, the HR sector in Bahrain is not prepared to adopt the e-HRM process. This paper proposes a model that enables the HR sector to adopt digital technologies. This model is based on the key factors that enable an effective transition to the sector’s digitalization (e-HRM). Future research is sought to provide additional insights into the same factors and measure their effect on HR DT during COVID-19 in other countries.
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The emergence of new technologies – particularly generative AI tools – will accelerate the pace of change within the HR function and the organisation, as well as the level of…
Abstract
Purpose
The emergence of new technologies – particularly generative AI tools – will accelerate the pace of change within the HR function and the organisation, as well as the level of preparation required. Within this context, this study aims to outline what businesses can do to prepare for this increasing digitalisation.
Design/methodology/approach
This study approaches preparation from two levels. The first is ensuring that the HR function itself is prepared, with the right people and skills in the right places to effectively implement these new technologies. The second focuses on preparation as a change management process. In doing so, it reviews published original CRF research (itself based on surveys and interviews with senior HR practitioners, as well as literature reviews).
Findings
To prepare itself for digitalisation, HR will need to carefully and strategically consider the profile of people needed within the function in the future, upskill and reskill to prepare for new technologies and foster partnerships that transcend traditional boundaries. HR will also need to play a leading role in overseeing digitalisation as a transformation process, particularly by establishing clear and transparent communication strategies, involving employees in decision-making where possible and supporting employees to make the best use of new technologies.
Originality/value
This research not only focuses on the technical skills relating to digitalisation, but also views digitalisation as a change management process. The research also draws on original 2023 CRF research into digital skills among the HR Business Partner community and concludes that there is much more to be done to prepare organisations for the increasing digitalisation of HR.
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Chengchuan Yang, Chunyong Tang, Nan Xu and Yanzhao Lai
This study aims to draw on social exchange theory and reciprocity norm to examine the direct effects and mechanisms through which developmental human resources (HR) practices…
Abstract
Purpose
This study aims to draw on social exchange theory and reciprocity norm to examine the direct effects and mechanisms through which developmental human resources (HR) practices influence employee knowledge hiding behaviors. Additionally, the authors investigate the mediating role of psychological collectivism and the moderating role of affective organizational commitment.
Design/methodology/approach
To test the research model, the authors employed a three-stage time-lagged study design and surveyed a sample of 302 employees in China. The authors utilized confirmatory factor analysis, hierarchical regression analysis and the bootstrapping method using statistical product and service solutions (SPSS) and analysis of moment structures (AMOS) to test the hypotheses.
Findings
The findings indicate the following: (1) Developmental HR practices are negatively associated with playing dumb and evasive hiding, but positively linked with rationalized hiding; (2) Psychological collectivism serves as a mediating factor in the relationship between developmental HR practices and knowledge hiding; (3) Affective organizational commitment not only moderates the relationship between developmental HR practices and psychological collectivism, but also reinforces the indirect impact of developmental HR practices on knowledge hiding.
Originality/value
This study offers a fresh perspective on previous research regarding the impact of developmental HR practices on employee behavior. Furthermore, it provides practical recommendations for organizations to enhance knowledge management by fostering stronger emotional connections between employees and the organization.
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Kelley A. Packalen, Kaitlyn Sobchuk, Kelly Qin-Wang, Jenelle Cheetham, Jaclyn Hildebrand, Agnieszka Fecica and Rosemary Lysaght
The goal of this study was to understand which employee-focused workplace practices and priorities – more formally known as human resource (HR) practices and priorities …
Abstract
Purpose
The goal of this study was to understand which employee-focused workplace practices and priorities – more formally known as human resource (HR) practices and priorities – employees with mental health and/or addiction challenges (MHAC) valued and how they perceived the day-to-day implementation of those practices and priorities in the workplace integration social enterprises (WISEs) that employed them.
Design/methodology/approach
Twenty-two WISE workers who self-identified as having serious MHAC participated in semi-structured interviews. Interviews were transcribed and coded to identify ways that employees did or did not feel supported in their WISEs.
Findings
Participants identified three HR practices and two HR priorities as important to establishing an inclusive workplace that accommodated their MHAC. The extent to which individual participants felt included and accommodated, however, was shaped by interactions with their supervisors and coworkers.
Originality/value
By evaluating the salience of WISEs’ employee-focused workplace practices and priorities through the lens of the employees themselves, our study articulates the critical role that interactions with coworkers and supervisors have in determining whether HR practices and priorities have the intended effect on worker experience.
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B.S. Patil and M.R. Suji Raga Priya
The purpose of this study is to target utilizing Human resources (HRs) data analytics that may enhance strategic business, but little study has examined how it affects components…
Abstract
Purpose
The purpose of this study is to target utilizing Human resources (HRs) data analytics that may enhance strategic business, but little study has examined how it affects components. Data analytics, HRM and strategic business require empirical investigations and how to over come HR data analytics implementation issues.
Design/methodology/approach
A semi-systematic methodology for its evaluation allows for a more complete examination of the literature that emerges theoretical framework and a structured survey questionnaire for quantitative data collection from IT sector personnel. SPSS analyses data.
Findings
Future research is essential for organisations to exploit HR data analytics’ performance-enhancing potential. Data analytics should complement human judgment, not replace it. This paper details these transitions, the important contributions to theory and practice and future research.
Research limitations/implications
Data analytics has grown rapidly and might make HRM practices faster, more efficient and data-driven. HR data analytics may improve strategic business. HR data analytics on employee retention, engagement and organisational success is insufficient. HR data analytics may boost performance, but there is limited proof. The authors do not know how HRM data analytics influences firms and employees.
Originality/value
Data analytics offers HRM new opportunities, along with technical and ethical challenges. This study makes a significant contribution to HR data analytics, evidence-based practice and strategic business literature. In addition to estimating turnover risk, identifying engagement factors and planning interventions to increase retention and engagement, HR data analytics can also estimate the risk of employee attrition.
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Laurent Yacoub, Sara Abou Ibrahim, Eliane Achy and Eva Nicolas
This study aims to identify the major job stressors that can affect employees’ mental health in the Lebanese commercial banks during the economic turmoil. This study also aims to…
Abstract
Purpose
This study aims to identify the major job stressors that can affect employees’ mental health in the Lebanese commercial banks during the economic turmoil. This study also aims to identify the effects of the mental problems on the employees in addition to the role of human resources in promoting and preventing mental well-being at the workplace.
Design/methodology/approach
The authors interviewed 28 bank employees and the semi-structured interviews last for around 50 min, starting by asking the employees a general question about the concept of mental health disorder. The authors used a purposive sampling in which the population sample is selected based on purpose and the characteristics of a specific category of individuals. Moreover, a thematic analysis is used to analyze the data.
Findings
The findings of this study indicate that most of the employees were suffering from many work-related stressors that have negatively affected their mental well-being. The stress and pressures have significantly increased during the economic crisis. However, most of the interviewees were not or rarely supported by their human resources department and their administration to help them get adapted for such a crisis or for the changes at the workplace.
Originality/value
Mental health disorders are present in the daily normal life and in the workplace as well. The banking industry is not an exceptional one.
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Mina Westman, Shoshi Chen and Dov Eden
The goals of this review are to identify key theories, constructs and themes in the international business travel (IBT) literature and to propose a model based on findings…
Abstract
Purpose
The goals of this review are to identify key theories, constructs and themes in the international business travel (IBT) literature and to propose a model based on findings, theories and constructs drawn from adjacent research literature.
Design/methodology/approach
The authors reviewed the business travel (BT) literature to identify conceptual and empirical articles on IBT published from 1990 to 2022. Only 53 publications were suitable for review. The authors reviewed them using an open coding system.
Findings
The IBT literature is dispersed across several disciplines that use different methods, focus on different aspects of travel and emphasize different positive and negative outcomes that IBT engenders. The publications employed a diverse range of methods, including review and conceptual (11), quantitative (28) and qualitative methods (14). The samples were diverse in country, age, marital status and tenure. Many publications were descriptive and exploratory. The few that based their research on theory focused on two stress theories: Job Demands-Resources (JD-R) theory and conservation of resources (COR) theory.
Research limitations/implications
Experimental and longitudinal designs are needed to reduce the causal ambiguity of this body of mostly correlational and cross-sectional research. The authors discuss the impact of emerging advances in virtual global communication technology on the future of IBT.
Practical implications
More research is needed on positive aspects of IBT. Human resource (HR) people should be aware of these issues and are encouraged to decrease the deleterious aspects of the international trips and increase the positive ones.
Social implications
Increasing well-being of international business travelers is important for the travelers, their families and the organization.
Originality/value
This is the first IBT review focused on the theoretical underpinnings of research in the field. The authors offer a model for IBT and introduce adjustment and performance as important constructs in IBT research. The authors encompass crossover theory to add the reciprocal impact of travelers and spouses and label IBT a “double-edge sword” because it arouses both positive and negative outcomes.
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Timothy Bartram, Jillian Cavanagh, Beni Halvorsen, Patricia Pariona-Cabrera, Jessica Borg, Matthew Walker and Narges Kia
Aged-care work has become an extreme form of work. Anti-violence HRM, comprising practices to combat workplace violence, is important in an industry with widespread violence. In…
Abstract
Purpose
Aged-care work has become an extreme form of work. Anti-violence HRM, comprising practices to combat workplace violence, is important in an industry with widespread violence. In this paper, we employ social exchange theory to better understand the effect of anti-violence HRM and trust in the manager on perceived nurse and PCA cynicism working in Australian aged care facilities and their subsequent intention to leave.
Design/methodology/approach
This study used a mixed method with two stages. Stage 1 comprised semi-structured interviews with 10 managers and 50 nurses and PCAs working in Australian aged care facilities. Stage 2 comprised a survey of nurses and PCAs with a total of 254 completed responses in Time 1 (first wave) and 225 completed responses in Time 2 (second wave).
Findings
We tested three hypotheses and reported that interestingly anti-violence HRM was positively associated with organisational cynicism. Organisational cynicism mediated the relationship between anti-violence HRM and intention to leave. Worker trust in the manager moderated the relationship between anti-violence HRM practices and organisational cynicism, such that high levels of trust in the manager increased the effect of anti-violence HRM practices to reduce organisational cynicism and subsequently reduce intention to leave.
Originality/value
We find evidence that in aged care, workers' trust in their managers is critical for effectual anti-violence HRM. We argue that implementation of HRM practices may be more complex in extreme work settings. It is crucial to study HRM in situ and understand the root of social exchange(s) as a foundation for HRM to influence employee attitudes and behaviour.
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