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The strategic human resource management (SHRM) emerged in the middle of the 1980s and is currently seen as a relevant research and practical field in the area of business administration (Kaufman, 2015). Its academic relevance has been receiving international attention due to the importance of the strategic performance of human resource management (HRM) (Jackson, Schuler, & Jiang, 2014). It is possible to define SHRM as a vertical connection between HRM practices and international strategy and horizontally as the congruence among the several human resource practices (Wright & McMahan, 1992).

Taking into consideration the emerging research gaps in the area, the necessity to bring to attention the implementation of policies and strategic practices of human resource management became prominent. Our study characterizes the national scenario regarding this specific research theme. For such, we developed a bibliometric review of national journals in the area of business administration with level Qualis B2 [1] or above, described the institutionalization of the research in Brazil and established a sociogram with research relationship networks in the country.

Between 1997 and 2017, only 19 articles on the implementation of SHRM were published in the 32 journals researched. The characterization of the studies indicates a predominance of qualitative articles, which adopt as methodological approach the case study, and most of them use interviews and content analysis as techniques of data collection and analysis, respectively. The use of such investigation tools is in line with the nature of the phenomenon studied. The scenario indicates that the implementation of SHRM is still a developing theme in Brazil.

There is a lack of studies that combine the use of qualitative and quantitative approaches and focus on public organizations. Besides, the results indicate the need to diversify the methodological approaches used. Regarding the institutionalization of research in Brazil, it is possible to notice the growth of research groups investigating SHRM, even though their only focus does not rely on implementation. The academic production regarding the theme is regionally located in the state of São Paulo, even though academic production is also to be found in a decentralized way in the country, with rare networks.

This way, the main contribution of this article is the accomplishment of the first bibliometric review regarding the implementation of SHRM in Brazil, showing the scientific community that the theme still presents a gap to be explored in national studies and showing human resource professionals and the society that the transformational switch of human management to organizational outcomes – despite prolific in the academia – still has not been realized in practice.

In the articles analyzed, the most common finding was that the effective implementation of SHRM and strategic practices of HR, such as the competency management, still deserves attention of the academia through the accomplishment of deeper qualitative studies that exhibit not only interfering factors but also the initiatives that must be adopted by the organization to favor the implementation process.

The interventions occurred in an organization can or cannot stem from an articulated HR strategy. Some policies can be implemented without a previous explicit planning, and other planned strategies may never even be effectively implemented (Truss & Gratton, 1994). As reported by Kaufman (2015), some critical success factors to a large-scale organizational change – which is necessary for the effective adoption of strategic HR models – are the commitment of leaderships and a carefully planned and managed implementation. For such, it is necessary to manage programmed organizational changes properly and to act promptly on the cultural pressure perceived by all levels of the organization (Guest, 1987). Such premises are associated with the SHRM perspective proposed by Wright and Snell (1998), in which the authors claim that the main role of HR is to implement organizational strategies. Lengnick-Hall et al. (2009) present a research agenda that highlights the need to give more emphasis on issues related to the implementation of strategic human resource management, specifically regarding the vertical and horizontal alignment of HR systems.

The purpose of this study was to investigate the role of human resource management and employee job satisfaction in predicting organizational commitment in the Saudi Arabian banking sector.

For the purpose of this study, quantitative survey research was employed. The independent variables are human resource management and employee job satisfaction, while the dependent variable is organizational commitment.

Human resource management correlated positively with employee job satisfaction and organizational commitment. On the other hand, employee job satisfaction was found to be positively correlated with organizational commitment. The two independent variables made significant individual contributions to the prediction of organizational commitment.

This study has some limitations. First, convenient sampling method was used to recruit the participants. Therefore, the findings of the study have limited generalizability in other regions and age groups. Second, as a cross-sectional study, there has to be caution in making any generalization of the results. Future researchers should get more respondents from wider geographical location, that is from different bans, private and public. Furthermore, self-report questionnaires were used to collect data from respondents. It is recommended that future researchers use different methods such as personal interview or telephone interview to collect data. This may help get reliable data after clarifying and removing what may be ambiguous.

The results of this study have corroborated with previous research and confirmed correlations between and among human resource management (HRM), employee job satisfaction and organizational commitment in the Saudi Arabian banking sector. These findings have practical implications. Having high levels of job satisfaction among bank employees will prevent low levels of turnover rate, absenteeism and levels of productivity and increase organizational commitment. HRM practices, on the other hand, help in career development opportunities and hence provide better job opportunities. This study can recommend that to ensure high levels of job satisfaction among employees and enhanced organizational commitment, organizations, especially banks, should emphasize more on HRM practices.

This study could contribute to the literature on HRM, job satisfaction and organizational commitment in the Saudi Arabian banking sector. There is a rapid growth in the banking sector in Saudi Arabia. Therefore, there is an urge for recruiting efficient and experienced human resources (Mizan et al., 2013). This study will contribute to the development of the Saudi Arabian banking sector, which may lead to maintain this sector work effectively that will have a positively impact on the economy of the Saudi society. It also will highlight the nature and importance of the HRM practices for the benefit of the banking sector.

The efficiency of each of an organization’s individual workers determines its effectiveness. The study aims to explore the relationship between human resource management (HRM) practices and organizational effectiveness with employee performance as a mediating variable.

Data were collected from 800 police officers in the Greater Accra and Tema regions. The data were supported by the hypothesized relationship. Construct reliability and validity was established through confirmatory factor analysis. The proposed model and hypotheses were evaluated using structural equation modeling.

The results show that career planning and employee performance were significantly related. Self-managed teams and employee performance were shown to be nonsignificantly related. Similarly, performance management and employee performance were shown to be nonsignificantly related. Employee performance significantly influenced organizational effectiveness. The results further indicate that employee performance mediates the relationship between HRM practices and organizational effectiveness.

The generalizability of the findings will be constrained due to the research’s police service focus and cross-sectional data.

The study’s findings will serve as valuable pointers for the police administration in the adoption, design and implementation of well-articulated and proactive HRM practices to improve the abilities, skills, knowledge and motivation of officer’s to inordinately enhance the effectiveness of the service.

By evidencing empirically that employee performance mediates the relationship between HRM practice and organizational effectiveness, the study extends the literature.

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.

The purpose of this paper is to examine the effect of quality-oriented human resource practices (QHRP) on organizational ambidexterity. Furthermore, the mediating role of ambidextrous culture in the relationship between QHRP and organizational ambidexterity was assessed.

Drawing on data from 350 green agro-food companies with two respondents in each company, structural equation models were used.

This paper has been drawn up to provide some responses to the needs of the companies to be ambidextrous while applying QHRP. The findings show that there is a positive effect of QHRP on organizational ambidexterity. In addition, ambidextrous culture mediated the relationship between QHRP and organizational ambidexterity.

This research reveals key managerial aspects for QHRP implementation that facilitate firms to be more ambidextrous, and thus more efficient and innovative.

The authors illustrate the connection between quality-oriented human resource practices (QHRPs) and organizational ambidexterity under the dynamic capabilities theory. The findings contribute to the empirical evidence on the antecedents of organizational ambidexterity, and suggest that these specific QHRPs influence an organization's baseline beliefs and values and support the development of ambidextrous capabilities by means of an ambidextrous culture.

本文擬探討以質量為本的人力資源實務對組織雙元性的影響; 本文亦擬評定雙元性文化在以質量為本的人力資源實務與組織雙元性之間的關係上所扮演的中介角色。

數據取自350間綠色農產食品公司,而每間公司則有兩名應答者; 研究人員以結構方程模型進行分析。

草擬本文的目的,是要為那些於採用以質量為本的人力資源實務時需要成為雙元性的公司提供回應。我們的研究結果顯示,以質量為本的人力資源實務,對組織的雙元性是有積極和正面的效應。研究結果亦顯示,雙元性文化在以質量為本的人力資源實務與組織雙元性之間的關係上,起著中介調和的作用。

本研究展現了、若企業欲推行以質量為本的人力資源實務,以促進其雙元性,繼而成為更有效率和更具創新能力的企業,它們需致力於哪些關鍵性的管理事務呢?

我們闡明了在動態能力理論下,以質量為本的人力資源實務與組織雙元性之間的關聯。我們的研究結果,就組織雙元性的先例,提供了經驗性證據,就此,研究作出了貢獻。研究結果亦暗示,有關的特定以質量為本的人力資源實務,不僅會影響組織的基線信念和價值觀,還會通過雙元性文化,為雙元能力的發展提供支援。

Human resource development (HRD) has been considered in enhancing organisational operations as human resources are vital for organisational performance. This study aims to examine the role of HRD on the effectiveness of public procurement in Tanzania.

This study employed a cross-sectional research design under which data was collected from 168 procurement professionals in Dodoma city, Tanzania. Structural equation modelling (SEM) was employed to analyse the collected data and examine the structural relationships between HRD and the effectiveness of public procurement in Tanzania.

The findings revealed that all the variables of human resource development; career development, training and performance appraisal, are statistically significant and positively related to the effectiveness of public procurement. Therefore, the findings reveal that career development, training and performance appraisal as HRD practices play an important role in enhancing the effectiveness of public procurement in the surveyed public procuring organisations in Tanzania.

This current study divides HRD into three main practices: career development, training and performance appraisal. This limits the study's applicability to other HRD practices that organisations may institutionalize to public procurement professionals who work in various public organisations in Tanzania.

This paper integrates the concept of HRD and public procurement effectiveness. Therefore, the study adds value to the literature on human resource management and public procurement management.

The relationship between human resource management practices (HRMP) and innovation has been described as a black box, where a lot still needs to be investigated. Thus, the aim of this paper is to investigate the nature of the link that exists between HRMP and innovation in both public and private organizations. To do so, theoretical underpinnings and existence of a mediating or a moderating mechanism is inspected.

Based on an empirical systematic review of research conducted between 2010 and 2018, content analysis has been conducted for 31 peer-reviewed articles in the English language.

Inspecting the nature of relations existed in the chosen articles, interesting findings are addressed relative to the nature of the human resource management systems (HRMS) used, practices encompassed and their different utility. HRMS has been shown to be associated with product innovation yet more evidence is needed for supporting process innovation.

The HRMS/HRMP and innovation relationship is inspected, important practices that would guide managers to induce innovation are highlighted. Usage of multiple HRMS and contingency in constructing such systems is indicated.

Contribution to comprehend the black box and areas for future research has been offered.