Search results

Applying resource-based view and the configurational approach theory, this study seeks to understand the moderating role of age and gender between human resource practices and employee competencies relationship.

43 food processing firms of India participated in the study. Applying multilevel approach, the responses of 295 human resource managers and 3,557 employees were used for the analysis.

The human resource practices–employee competencies relationship was stronger in the case of young employees. Furthermore, the relationship was better in case of male employees over female employees. The results urge for greater attention toward age and gender diversity issues while tailoring human resource practices for enhancing employee skills. This article contributes the human resource management literature by exploring the role of age and gender, which has been used as the control variables as the moderating variables for governing the human resource practices–employee competencies relationship.

Special focus can be placed on extensive custom in-house training and development activities. Proper division of work can be done for new employees and experienced employees depending upon their learning capabilities. The firms can do so by either implementing formal or informal organizational structures to achieve full gains. Firms should focus largely on narrowing the development practices adopted for diverse age groups of workforce population. The four practices proposed by the Organization for Economic Cooperation and Development (2006) for ensuring effectiveness of development practices and its impact on old age employee effectiveness and attitude should be put in practice.

The originality of this study lies in its exploration of the intricate interplay among age, gender and human resource practices in shaping employee competencies. By understanding how these factors interact within the human resource practices–employee competencies framework, this research offers a unique perspective on the evolving workforce dynamics. It goes beyond the conventional human resource management strategies to uncover nuanced insights, shedding light on tailored approaches that consider the specific needs and aspirations of diverse employees. This innovative perspective contributes to a more inclusive, efficient and adaptable work environment, enriching both the academic understanding of human resources and the practical implementation of strategies for contemporary organizations.

The main goal of any organization is to achieve the best quality of work through employees, and managers play a very important role in this field. Managers and leaders of organizations often face with paradoxes that make decision-making difficult. The purpose of this paper is to develop a competency model for human resource managers considering the importance of the role of paradoxes for organizations.

The research methodology is of a mixed type and with an approach based on paradox theory and using theme analysis and fuzzy Delphi, it seeks to provide a model of paradoxical managers’ competence. The statistical sample included 11 experts working in the information and communication technology industry, who were selected using the snowball and judgmental sampling method.

The results of this research show that the competency model of human resource managers has three managerial, organizational and individual levels and has 15 themes including strategic partner, organizational knowledge, awareness of the industry environment, awareness of the external environment, paradoxical thinking, managerial knowledge, relationship management, resource management , leadership, human resources analyzer, information technology (IT) knowledge, personality traits, development, multitasking and cognitive competence. The most important theme identified is paradoxical thinking and familiarity with IT knowledge, and it is suggested that human resource managers working in this field should preferably study technical and engineering fields at the undergraduate level and shift to human resource management fields at the graduate level.

The distinguishing feature of this paper is the presentation of a competency model based on paradox theory. Paradoxes are part of organizational life. Therefore, there should be a paradoxical view in all organizational analysis.

This chapter discusses how the real options theory can be useful for understanding the adoption of human resources management (HRM) practices. The authors review how the real options theory has provided insights into the processes through which firms manage uncertainties involved in the adoption of HRM practices. The authors offer propositions for future HRM research from the real options perspective. The authors contend that analyzing HRM practice adoptions through the lens of real options theory can enhance our understanding of the mechanisms through which firms choose which HRM practices to adopt and how they adjust the timing, scale, and methods of investment in these practices. Specifically, the authors suggest that differences in information relevant to valuation of HRM options are the source of distinct choices of HRM options across firms. Finally, the authors propose advancing knowledge on HRM practice adoptions by using a portfolio of options approach, as well as considering factors like competitors, path dependence, and switching options.

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.

This paper tries to retrospect the mounting application of machine learning (ML) and artificial intelligence (AI) in the human resource management area. The document applies bibliometric analysis and uses relational techniques to explore dimensions of documents in the field. The results highlight publication trends, most impactful authors, countries and institutes in the research area. The science mapping along with co-citation and bibliometric coupling analysis revealed major developments in the field. The thematic mapping and trend analysis highlighted the past and emerging trends towards significant and impactful research in the areas of robotics, big data, AI and data analytics. This paper sets the base for future researchers by coordinating and combining various past researches to help in understanding the evolution of ML and AI in human resource management and expansion of knowledgebase.

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.

The survival of companies today hinges on their adaptability and flexibility, with digital transformation (DT) and organizational slack (OS) playing crucial roles. Despite their recognized importance, these factors are often studied separately. This study aims to explore how OS facilitates DT and evaluate their synergies and trade-offs to improve performance.

Using data from the European Manufacturing Survey, structural equation modeling (PLS-SEM) and fuzzy set qualitative comparative analysis (fsQCA), we investigate causal relationships and possible combinations between different dimensions of OS and DT that contribute to business performance.

We confirmed the positive effect of OS and DT on business performance, highlighting the importance of organizational over technological factors. While not definitively establishing OS as a precursor to DT, our findings underscore the need for human and operational slack to improve performance, especially in less technology-intensive contexts.

Our findings evidence that decision-makers should integrate OS with DT initiatives to improve the firm’s competitiveness. However, it is worth noting that while OS seems essential in low-tech shopfloors, its importance is lower in high-tech environments. Furthermore, within the possible combinations, managers should promote operational slack and digitalization, as it seems fundamental to improve business performance.

This article contributes to the management field in three ways. First, it clarifies controversies by providing evidence of the positive roles of DT and OS as drivers of competitiveness for manufacturing firms. Second, we verify that OS is not directly linked to DT, challenging existing assumptions. Third, it investigates the combinations of OS and DT that drive business performance improvement, emphasizing their synergies and trade-offs.

Although intellectual capital (IC) and human dynamic capabilities (HDCs) play a significant role in decarbonization processes, their measurement and reporting is under-researched. Hence, this study aims to identify the link between HDCs, carbon accounting and integrated reporting (IR) in the transition processes, investigating IC and HDCs in decarbonization processes to achieve net-zero business models (n-ZBMs).

A systematic literature review with a concise bibliometric analysis is conducted on 229 articles, published from 1990 to 2023 in Scopus database and Google Scholar. Reviewing data on publications, journals, authors and citations and analysing the article content, this study identifies the main search trends, providing a new conceptual model and future research propositions.

The results reveal that the literature has rarely focussed on carbon accounting in terms of IC and HDCs. Additionally, firms face pressure from institutions and stakeholders regarding legitimacy and transparency, necessitating a response considering IR and requiring n-ZBMs to be developed through IC and HDCs to meet social and environmental requirements.

Not only does this study link IC with HDCs to address carbon emissions through decarbonization practices, which has never been addressed in the literature to date, but also provides novel recommendations and propositions through which firms can sustainably transition to being net-zero emission firms, thereby gaining competitive advantage and contributing to the nation’s sustainability goals.

The purpose of this paper is to research the impact of digitalization on employees' future competencies and the conditional role of human resource development (HRD) in the relationship between independent and dependent variables.

Empirical research covered 1209 enterprises from all of Slovakia, Poland and the Czech Republic. The research was conducted from 2019 to 2021. Using structural equation modeling (SEM), a theoretical model was tested and verified.

Confirmatory factor analysis has shown a good fit for the tested model. The purpose and character of our data showed a good alignment with the SEM partial least squares method, as the goal is to predict a construct. The model showed that employee-oriented digitalization positively affected the employees' future competencies, with no impact of customer-oriented digitalization treated as a control variable. Also, the moderating role of HRD has not been shown to be significant for the “digitalization – competencies” relationship.

Previous studies on the development of personnel competencies treated these competencies as antecedents of digital transformation and examined the formal role of HRD in building the competencies. The novelty of this study lies in exploring the pattern of interactions among the impact of an environment built by innovative technologies and HRD on the competencies of the future. Also, the research embedded in the environment of Poland, the Czech Republic and Slovakia has contributed to the complex understanding of the transition to digitalization, as this region has often been omitted in the field of human resource management (HRM) research focused on exploring digital transformation.

This study aims to examine whether social initiatives adopted by firms lead to improved financial performance. The authors analyse the impact of different elements of social initiatives on wealth creation for firms in terms of operating and market performance.

The study is based on the social initiative scores of over 4,500 firms collected from Thomson Reuters' ESG database. The study uses two-stage least squares (2SLS) to analyse the relationship between social initiatives and firm performance.

Profitable, mature, capital intensive and firms with high sales growth rate tend to invest more in social initiatives. Firms with high agency costs invest in social initiatives for workforce efficiency, maintaining human rights and product responsibility. The study documents evidence that social investments are value creating mechanism for firms which leads to improved financial performance in terms of operating and stock market performance. Firms with high dividend intensity invest in social initiatives for workforce welfare and human rights initiatives. Investment in employee well-being and community initiatives results in intangible benefits such as improved stock market valuation.

The research model has not considered the impact of intervening variables to understand the relationship between corporate social performance and corporate financial performance.

Firms ought to recognize that social investment is beneficial in terms of value creation of firms as stock market perceive such investments favourably. Firms must focus more on community development initiatives and workforce initiatives for the value creation of firms compared to investments directed towards human rights initiatives and product responsibility initiatives.

This study focusses exclusively on the social dimension of the CSR activities. The authors examine the impact of social welfare scores on firm performance by analysing the valuation effects on scores representing workforce, human rights, community and product responsibility. Moreover, the paper also examines the impact of a new dimension of product responsibility on firm performance. They also focus on both aspects of financial performance in terms of operating performance (proxied by ROE) and the joint impact of both operating and market performance (proxied by Tobin’s Q). This paper contributes to the research on the linkage of social performance to financial performance by observing that firms with high agency cost characteristics tend to invest in social initiatives for work force efficiency, maintaining human rights and product responsibility.