Search results

1 – 10 of over 2000
Article
Publication date: 24 October 2023

Amina Amari, Sarra Berraies, Saeed T. Alshahrani, Mahrane Hofaidhllaoui and Jamel Choukir

Building on the conservation of resources (COR) theory, this study aims to explore how overall justice climate (OJC) and cross-cultural psychological capital (CCPsyCap) help…

Abstract

Purpose

Building on the conservation of resources (COR) theory, this study aims to explore how overall justice climate (OJC) and cross-cultural psychological capital (CCPsyCap) help highly skilled expatriates develop creative behaviours despite disruptive global macro-events. This topic has not been extensively researched in the context of expatriation, especially amongst self-initiated expatriates (SIEs) from the Middle East and North Africa (MENA) countries.

Design/methodology/approach

The data were collected through a web-based questionnaire from 307 SIEs coming from the MENA region and working in different sectors of the Kingdom of Saudi Arabia. The responses were analysed via partial least squares-structural equation modelling (PLS-SEM).

Findings

Empirical evidence shows that no significant direct correlation exists between the OJC and the creativity of SIEs. However, the results demonstrate that this relationship was completely mediated by CCPsyCap.

Practical implications

The context of high uncertainty may limit individuals' cognitive abilities amongst individuals, in turn, reducing their level of creativity. In this regard, this study identifies the need for host organisations to develop fair human resource policies to enhance creative behaviours amongst SIEs in such a context. It also underlines the role of psychological resources as a coping mechanism that helps those expatriates cope with the diverse challenges of their international assignments.

Originality/value

This study offers new theoretical support for understanding how the combination of OJC and psychological resources constitutes a springboard for enhancing SIEs' creativity in a context of hardship. This study also advances the COR theory by adopting a “cross-level resources caravans” approach.

Details

Journal of Global Mobility: The Home of Expatriate Management Research, vol. 12 no. 1
Type: Research Article
ISSN: 2049-8799

Keywords

Article
Publication date: 10 April 2023

Francesca Conte and Alfonso Siano

Previous research assumes that technologies 4.0, particularly big data, may be highly relevant for organizations to increase human resources (HR) communication strategies, but the…

1288

Abstract

Purpose

Previous research assumes that technologies 4.0, particularly big data, may be highly relevant for organizations to increase human resources (HR) communication strategies, but the research provides little or no evidence on whether and how these tools are applied in employees and labor market relations. This study intends to offer a first insight on the adoption of data-driven HR/talent management approach, contributing to the ongoing debate on the Industry 4.0. This study aims to investigate the use of 4.0 technologies in HR and talent management functions, focusing also on the adoption of big data analytics for internal and recruitment communication.

Design/methodology/approach

The analysis of the literature enables to define the research questions and an exploratory web survey was carried out through a structured questionnaire. The analysis unit of the empirical survey includes the communication and marketing managers of 90 organizations in Italy, examined in the Mediobanca Report on the “Main Italian Companies.”

Findings

Findings highlight a lack of the use of 4.0 technologies and big data analytics in employee and labor market relations and reveal some sectoral differences in the adoption of 4.0 technologies. Moreover, the study points out that the development of HR analytics is hampered by short-term perspective, data quality problems and the lack of analytics skills.

Research limitations/implications

Due to the exploratory research design and the circumscribed sample from a single country (Italy), further cross-national evidence is needed. This study provides digital communication managers with useful insights to improve the data-driven HR/talent management approach, which is a strategic asset for ensuring a sustainable competitive advantage and optimizing business performance.

Originality/value

The study offers an overview about the use of big data analytics in internal and recruitment communications. Considering the alignment between Italian and European trends in the use of big data and in the adoption of HR analytics, the study can provide insights also for other European organization.

Details

Corporate Communications: An International Journal, vol. 28 no. 4
Type: Research Article
ISSN: 1356-3289

Keywords

Article
Publication date: 22 March 2024

Catarina Gonçalves Rodrigues and Bruno Barbosa Sousa

This research seeks to understand whether employer branding (EB) and internal marketing (IM) are fundamental to the challenge of attracting and retaining talent and how these…

Abstract

Purpose

This research seeks to understand whether employer branding (EB) and internal marketing (IM) are fundamental to the challenge of attracting and retaining talent and how these strategies can help companies to overcome the difficulties related to the talent shortage, from the perspective of a SME Portuguese metallurgical industry.

Design/methodology/approach

The research resorts to a case study of a qualitative nature, through a semi-structured interview with the head of the human resources (HR) training and development area of the Navarra Group, and quantitative, through surveys to its employees. Based on the literature, a conceptual model was constructed, whose application allowed us to perceive the relationships between the practices of EB and IM; satisfaction, motivation and commitment; attraction and retention.

Findings

The exploratory interview concluded that organizations consider EB and IM essential for an effective talent management strategy. The quantitative results demonstrate that IM and EB practices implemented in the organization contribute to the satisfaction, motivation and involvement of employees, which results in a decrease in the intention to leave. It is also noted that these practices promote an increase in the perception of organizational attractiveness, which represents a positive impact on its ability to attract.

Research limitations/implications

From a theoretical perspective, the research contributes to the development of knowledge about IM, EB and talent management, providing relevant data that can help define the best strategies for attraction and retention, from the point of view of IM and EB.

Originality/value

The research presents preliminary insights that can be an auxiliary tool for HR managers and professionals in the context of industrial SMEs.

Details

EuroMed Journal of Business, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1450-2194

Keywords

Book part
Publication date: 28 September 2023

Harreet Kaur, Deepali Sodhi, Rashmi Aggarwal and Uma Shankar Yadav

This study aims to discover and carefully review the academic works pertinent to the concepts and elements of how human resources (HRs) can be managed through digital marketing…

Abstract

This study aims to discover and carefully review the academic works pertinent to the concepts and elements of how human resources (HRs) can be managed through digital marketing and its benefits and model of implementation.

The HR industry has seen digital transition businesses align their HR practices with cutting-edge technologies. Despite this, there are still numerous areas where conventional HR assessments must be improved. Therefore, it is important to discover why digital marketing is necessary for conducting HR practices.

The literature search found numerous published papers demonstrating the applicability of managing HRs through digital marketing. The review provided a comprehensive yet condensed overview of the philosophy behind adopting online platforms for HRs operations. The terms ‘Human Resources in Digital Marketing’ and ‘Recruiting using Digital Marketing’ were used to locate many original, peer-reviewed papers. The evidence suggests that the research was sufficiently reliable and valid.

It is recommended to use digital marketing tools and techniques to facilitate the hiring process and improve the management of HR professionals.

Details

Digital Transformation, Strategic Resilience, Cyber Security and Risk Management
Type: Book
ISBN: 978-1-83797-009-4

Keywords

Article
Publication date: 5 February 2024

Behrooz Ghlichlee

The purpose of this paper is to develop a multistakeholder scale for assessing an excellent human resource (HR) function to demonstrate the extent to which it is focused on…

Abstract

Purpose

The purpose of this paper is to develop a multistakeholder scale for assessing an excellent human resource (HR) function to demonstrate the extent to which it is focused on creating value from the perspective of its key internal and external stakeholders.

Design/methodology/approach

At the first stage, an in-depth literature review was conducted to extract the best practices for an excellent HR function. Then, to test the validation of the developed framework, it was sent to HR academics and practitioners in different countries. The survey responses were analyzed using the methods of the structural equation modeling (SEM) and confirmatory factorial analysis.

Findings

This study proposes an excellent HR multistakeholder assessment scale consisting of ten criteria based on the perceptions of internal and external HR stakeholders.

Research limitations/implications

This study suggests a framework for assessing overall HR excellence based on the perceptions of key internal and external HR stakeholders. In addition, it is recommended that future researchers empirically test the developed scale across various industries and firm sizes.

Practical implications

HR managers, by using this framework, could continuously assess their HR excellence and compare their HR excellence with other companies’ HR excellence in the industry and then plan for continuous improvement in different HR areas to improve their stakeholders’ experiences.

Originality/value

This paper identifies the enablers and results of an excellent HR department and designs a multistakeholder feedback scale to better understand key internal and external HR stakeholders’ perceptions.

Details

Management Research Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-8269

Keywords

Article
Publication date: 14 July 2022

Chaturong Napathorn

This paper aims to examine two types of age-related human resources (HR) practices, i.e. age-specific and age-inclusive HR practices and firm-level (meso-level) factors that…

Abstract

Purpose

This paper aims to examine two types of age-related human resources (HR) practices, i.e. age-specific and age-inclusive HR practices and firm-level (meso-level) factors that foster or hinder the implementation of these two types of practices.

Design/methodology/approach

Based on a cross-case analysis of four firms across industries in Thailand, a developing country, the empirical evidence draws on semi-structured interviews with the top managers, HR managers and aging employees of four firms; field visits; nonparticipant observations; and a review of archival documents and Web-based reports and resources.

Findings

This paper proposes that age-specific HR practices primarily include those HR practices under the regulation HR bundle and some HR practices under the maintenance and recovery HR bundles. Additionally, the factors fostering the implementation of age-specific HR practices in firms include group corporate culture, nonunionism within the workplace, paternalistic leaders, a focus on the development of internal labor markets within firms and the need for tacit knowledge transfer from aging employees to younger-generation employees, whereas the factors hindering the implementation of age-specific HR practices in firms include age biases within firms. Moreover, age-inclusive HR practices primarily include HR practices under the development HR bundle and some HR practices under the maintenance and recovery HR bundles. Additionally, the factors fostering the implementation of age-inclusive HR practices in firms include the procedural justice climate, the transition from a family ownership structure to a professional ownership structure and result-/output-based corporate culture, whereas the factors hindering the implementation of age-inclusive HR practices in firms include experience-/seniority-based corporate culture. In fact, some of the meso-level factors that foster or hinder the implementation of age-specific and age-inclusive HR practices tend to be influenced by the national institutional and cultural contexts of the developing country where firms that implement such HR practices are located.

Originality/value

This paper aims to fill the research gap by examining both age-specific and age-inclusive HR practices. Additionally, this paper analyzes the factors fostering or hindering the implementation of these two dimensions of age-related HR practices across firms by using a case study of firms in Thailand, a developing country. To date, most studies in this area have focused on one of these dimensions, while comparisons between different HR dimensions are rather scarce. Finally, this paper contributes to the prior literature on strategic HR and comparative institutional perspective on HR strategies and practices as proposed by Batt and Banerjee (2012) and Batt and Hermans (2012) that future research should go beyond the meso-level (organizational) context. In this regard, some of the factors that foster or hinder the implementation of age-specific and age-inclusive HR practices tend to be influenced by the national institutional and cultural contexts of the developing country of Thailand.

Details

International Journal of Organizational Analysis, vol. 31 no. 7
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 7 February 2023

Rajasshrie Pillai, Yamini Ghanghorkar, Brijesh Sivathanu, Raed Algharabat and Nripendra P. Rana

AI-based chatbots are revamping employee communication in organizations. This paper examines the adoption of AI-based employee experience chatbots by employees.

3993

Abstract

Purpose

AI-based chatbots are revamping employee communication in organizations. This paper examines the adoption of AI-based employee experience chatbots by employees.

Design/methodology/approach

The proposed model is developed using behavioral reasoning theory and empirically validated by surveying 1,130 employees and data was analyzed with PLS-SEM.

Findings

This research presents the “reasons for” and “reasons against” for the acceptance of AI-based employee experience chatbots. The “reasons for” are – personalization, interactivity, perceived intelligence and perceived anthropomorphism and the “reasons against” are perceived risk, language barrier and technological anxiety. It is found that “reasons for” have a positive association with attitude and adoption intention and “reasons against” have a negative association. Employees' values for openness to change are positively associated with “reasons for” and do not affect attitude and “reasons against”.

Originality/value

This is the first study exploring employees' attitude and adoption intention toward AI-based EEX chatbots using behavioral reasoning theory.

Details

Information Technology & People, vol. 37 no. 1
Type: Research Article
ISSN: 0959-3845

Keywords

Article
Publication date: 19 October 2023

Elena Adriana Biea, Elena Dinu, Andreea Bunica and Loredana Jerdea

Various scholars suggest that there is a lack of research on the recruitment in small and medium-sized enterprises (SMEs) and also a scarcity of theoretical basis for the…

Abstract

Purpose

Various scholars suggest that there is a lack of research on the recruitment in small and medium-sized enterprises (SMEs) and also a scarcity of theoretical basis for the recruitment procedures used by these companies. As the vast majority of studies concentrate on larger organizations, they may not accurately reflect the challenges faced by smaller-sized entities to profoundly and accurately comprehend their recruitment procedures. In addition, the use of technology in recruitment has grown in importance in today’s quickly evolving business environment, particularly in light of the COVID-19 pandemic footprint. This study aims to examine the recruitment procedures used by SMEs and how they have been compelled to adjust to different extents to these technological improvements by the effects of the aforementioned epidemic.

Design/methodology/approach

With the aim to investigate the current recruitment practices in SMEs and the extent to which digital technologies are embraced by these companies within human resources (HR) procedures, this research relied on interviews with SMEs representatives. The qualitative methods used provided access to relevant data and insights, as they allowed close interactions with top managers and CEOs of ten companies from various sectors. Thus, the research results draw a vivid and reliable image of the procedures and practices used by small and medium-sized companies to attract, select and retain their staff.

Findings

This study’s findings are of increased interest to HR professionals, recruiters and managers in SMEs, who aim to attract and retain the best talent and optimize their recruitment strategies in a rapidly changing business environment, enabled by technological advancements. Effective HR recruitment procedures adapted to the specific needs of small and medium-sized companies can lead to several benefits for the organization, including improved employee selection, reduced turnover and increased organizational productivity.

Research limitations/implications

Although the interviews examined here encompass recruitment techniques from SMEs in a variety of industries, the results’ generalizability is limited by the sample size and geography. Furthermore, the findings’ dependability is dependent on the accuracy of the data provided by the respondents.

Practical implications

This investigation confirms some of the theoretical underpinnings which point to the lack of formalized structures and procedures in the recruitment process in SMEs, which enjoy more flexibility in managing HR processes. In addition, the results reinforce the arguments indicating an adjustment between HR strategies or policies and organizational goals in smaller enterprises which adapt faster to changes in the market. Moreover, it becomes apparent that there is a relationship between the quality of job descriptions and the successful fit in attracting the right candidates for the open positions. Furthermore, digital technologies offer opportunities for expanding the recruiters’ reach to a wider audience and also support the selection stage, thus increasing the chances of finding suitable staff. As the need to shift from traditional recruitment to e-recruitment in SMEs has been highlighted in the literature, the qualitative research revealed that this need was driven on the one hand by the COVID-19 pandemic when these companies successfully adapted and implemented new online methods of recruiting, but also by the lack of skilled labor, leading to the expansion of recruitment to other parts of the country or even to other countries.

Social implications

With regard to the proportion of men and women used in small and medium-sized companies, there is a clear need to involve and train more women in the predominantly male-dominated industrial and IT sectors. From this point of view, companies tend to devote more interest to integrating communities of women in these industries, as well as in key management positions. Another point of interest that the study highlights is the fact that SMEs have started to get creative with the benefits package they propose to candidates and focus on remote work, hybrid office–home working, or seasonal work to offer future employees a better work–life balance.

Originality/value

The added value of this investigation is filling the gaps in the current literature concerning recruitment procedures currently used by SMEs, the challenges they face and the solutions they advanced to solve them. Furthermore, SMEs often drive innovation and competition in the market and play a crucial role in the supply chain of larger companies, providing them with the goods and services they need to operate and supporting the availability and reliability of products from larger companies. They are often the driving force behind revitalizing local economies and creating new employment opportunities. Consequently, the underlying significance of this study is rooted in the need to modernize and simultaneously improve HR recruitment procedures through the integration of technology and a focus on innovation.

Details

European Business Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0955-534X

Keywords

Case study
Publication date: 18 September 2023

Biju Varkkey and Farheen Fathima Shaik

The first company under the Amara Raja Group was established in 1984, i.e. Amara Raja Electronics Limited (AREL) followed by Amara Raja Batteries Limited (ARBL). Its founder…

Abstract

The first company under the Amara Raja Group was established in 1984, i.e. Amara Raja Electronics Limited (AREL) followed by Amara Raja Batteries Limited (ARBL). Its founder leveraged the presence of his family in Renigunta, a rural village in South India, and chose to start the industry there to create employment opportunities. Preference is given to local population in all ARG enterprises. Despite its strong people orientation, the HR department/function at ARG got strengthened only after Jaikrishna strived to make it central to business. The department's evolution has been demarcated in three phases. The first and second phase saw few initiatives, and during the third phase the HR department was structured according to the Dave Ulrich Strategic HR Model. While this structure had been successful until now, certain sections in ARG still doubted its sustainability.

Details

Indian Institute of Management Ahmedabad, vol. no.
Type: Case Study
ISSN: 2633-3260
Published by: Indian Institute of Management Ahmedabad

Keywords

Article
Publication date: 17 November 2023

Dmitry Kucherov and Victoria Tsybova

The purpose of this paper is to identify the differences in employer branding between the companies that participate and those that do not participate in employer ranking.

Abstract

Purpose

The purpose of this paper is to identify the differences in employer branding between the companies that participate and those that do not participate in employer ranking.

Design/methodology/approach

Quantitative data were collected through a survey from 188 companies operating on the Russian labour market. Descriptive statistics, frequency analysis, correlation analysis and multivariate analysis of variance were used to analyse the collected data.

Findings

The findings revealed specific profiles of the companies that participated and did not participate in employer ranking. Companies differed in their employer branding orientation, internal branding, employer branding strategy, employer branding programmes and employer branding communications tasks. At the same time, brand orientation did not differ between participants and non-participants of employer ranking.

Originality/value

This study integrates the employer brand equity theory and the signalling theory to better explain the differences between participants and non-participants of employer ranking.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

Keywords

1 – 10 of over 2000