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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.

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.

Talent management is conducted to maximize an organization's overall performance and efficiency which helps to serve as a competitive advantage. Human resource management is a concept which includes human-related activities, but talent management is a strategy which helps to get new talent, develop their skill sets and provide better employee engagement and experience to retain the top potential employees in an organization. Improvement in recruiting and retention of a workforce results from a well-executed talent acquisition approach. In the 21st century, employee retention has become a primary concern for the organizations specially with work from home and hybrid models.

The workforce for tomorrow is going to be very different from what it has been. Technology is transforming the way people work within organizations. The workplace is rapidly evolving in terms of people and processes and is going through a lot of technological changes. The terminologies such as automation, artificial intelligence, augmented reality and block chain technologies are slowly becoming part of the workplace and everyday activities of the organization.

The challenges are many and especially post-pandemic organizations are going through some major changes such as a mindset shift of employees to take up more remote working opportunities, building virtual teams, increase in the gig economy workers (contractual workers) and a diverse workforce which makes it even more challenging for the organization to manage and retain talent.

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.

Drawing upon the theoretical frameworks of conservation of resources and social exchange theories, this study investigates how perceived well-being-oriented human resource management (WBHRM) practices can boost job embeddedness, encourage functional presenteeism, and diminish intention to leave by cultivating a sense of purpose in the workplace.

Adopting a time-lagged design, data were collected from healthcare organizations in Canada at two distinct time points. Structural equation modeling and Bootstrap analysis were used to validate the research hypotheses.

The results revealed that perceived WBHRM practices directly enhanced work meaningfulness. Perceived WBHRM practices indirectly fostered sustainable presenteeism and job embeddedness and decreased intention to leave through work meaningfulness.

This study provides valuable insights for healthcare organizations aiming to boost nurse retention and attraction through sustainable HRM practices. By prioritizing employee well-being, growth and a positive workplace culture, organizations can create a fulfilling work environment that enhances job satisfaction and loyalty. Additionally, fostering functional presenteeism and a strong sense of work meaningfulness can improve both individual and organizational performance. This approach not only positions the organization as a top employer but also ensures long-term success.

These findings support the United Nations Sustainable Development Goals of decent work (8 SDG) and good health and well-being (3 SDG).

This study makes a significant contribution to HRM literature by introducing the concept of work meaningfulness and highlighting its critical role in improving both individual and organizational outcomes. It uniquely examines the positive aspects of presenteeism, a relatively underexplored area. Furthermore, the study showcases how WBHRM practices can create a supportive environment for nurses, enabling them to balance health and performance while enhancing their sense of purpose, thus offering a novel perspective on sustainable HRM practices in healthcare.

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.

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.

Against the backdrop of the convergence and divergence debate in comparative management studies, this study aims to explore Chinese-style management and proposes the husband-housewife-patriarchy (HHP) model of management, emphasizing the uniqueness of Chinese management practices that are differentiated from Western- and Japanese-oriented paradigms while advocating a progressive and practical approach to understanding and applying these principles [1].

This study combines a “bottom-up” and “top-down” logic of analysis to reexamine the general managerial approaches, with particular attention toward human resource management as a stream within the whole management spectrum across China, the USA, Europe and Japan, reaching a typological representation of the above prototypes, which is coined as the HHP model of management. In doing so, this paper proffers a novel lens for revisiting these models and advancing management innovation in China.

Chinese-style management is characterized by an array of unique approaches diverging from Western and Japanese models. The HHP management model is presented as a new framework for reinterpreting these distinctions and encouraging management innovation within China, highlighting the potential of Chinese management practices in contributing to global management knowledge.

This paper offers novel perspectives on Chinese-style management and introduces the HHP management model, enriching the discourse on comparative management and local innovation in the managerial arena.

Previous literature has identified human resources as a key source of competitive advantage in organizations of all sizes. However, Small and Medium-sized Enterprises (SMEs) face difficulty in comprehensively implementing all recommended Human Resource Management (HRM) functions. In this study, we shed light on the field of HRM in SMEs by focusing on the context of Greek Small and Medium-sized Hotels (SMHs), which represent a dominant private sector employer across the country.

Using a fuzzy-set qualitative comparative analysis (fsQCA) and 34 in-depth interviews with SMHs' owners/managers, we explore the HRM conditions leading to high levels of performance, while taking into consideration the influence of internal key determinants.

We uncover three alternative successful HRM strategies that maximize business performance, namely the Compensation-based performers, the HRM developers and the HRM investors. Each strategy fits discreet organizational characteristics related to company size, ownership type and organizational structure.

To the best of the authors' knowledge this is among the first empirical studies that examine different and equifinal performance-enhancing configurations of HRM practices in SMHs.

The advancement in science and technology has led to the existence and continuous growth of various physical machines and now computer programs which are supposed to perform once thought unbelievable multi-tasks for humans.

Many firms, governments, industries and syndicates are switching to automated process for achieving maximum output and having minimum cost and errors in the manufacturing and various other processes, hence the role of human involvement is getting decreased. With the Industry 4.0 standards being opted, industry gurus have been forecasting the limiting power of human labour and interaction and fears exist complete replacement of human beings from the working environment by robots and automated machines.

Artificial intelligence has aggressively overtaken almost all fields of businesses and human resource (HR) hasn't been either immune to that. Robotics is an important factor as well.

Technology implementation has its own benefits and negative impacts which is creating fears among various professionals with regards to their complete replacement by machines.

The following paper looks deeply into various researches performed by scholars to have a thorough knowledge of present-day status of human–machine collaboration and the challenges organizations are facing. It will help in understanding the current scenario of HR with modern technologies.