Search results

Human resource analytics (HRA) has developed as a new business trend and challenge, stressing the strategic relevance of human resource management (HRM) to senior management executives. HRA is a process that uses statistical techniques, to link HR practices to organizational performance. The purpose of this study is to carry out recent development in HRA, bibliometric analysis and content analysis to present a comprehensive account of HRA to fill the gap in the evolution and status of its research.

The study is based on the recent advances in HRA in terms of it evolution and advancement by analyzing and drawing conclusions 480 articles retrieved from the Web of Science (WoS) database from 2003 to March 2022. The methodology is divided into four steps: data collection, analysis, visualization and interpretation. The study performed a rigorous bibliometric assessment of HRA using the bibliometric R-package and VOS viewer.

The findings based on the literature survey, and bibliometric analysis, reveal the path-breaking articles, the prominent authors, most contributing institutions and countries that have contributed to the HRA scholarship. The results show that the number of publications has significantly increased from 2015 onwards, reaching a maximum of 101 journals in 2021. The USA, China, India, Canada and the United Kingdom were the most productive countries in terms of the total number of publications. Human Resource Management Journal, Human Resource Management, International Journal of Manpower, and Journal of Organizational Effectiveness-People and Performance are the top four academic outlets in the field of HRA. Additionally, the study identifies four clusters of HRA research and the knowledge gaps in HRA scholarship.

The present study is based on the articles retrieved from the WoS. The study underpins HRA research to understand the trends and presents a structured account. However, the study is not free from limitations. It is recommended that future research could be undertaken by combining WoS and Scopus databases to have a more detailed and comprehensive view. This study indicates that the field is still in its infancy stage. Hence, there is a need for more arduous research on the topic to help develop a better understanding of this field.

The findings of knowledge clusters will drive future researchers to augment the field. The evolution of the four clusters and their subsequent development will fill the gaps in the literature. This study enriches the HRA literature and the findings of this study may assist academicians, researchers and managers in furthering their research in the identified research clusters

During the past decade, the green workplace has attracted the attention of academics and industry alike. As a result, new research areas like green human resource management (GHRM) started emerging. Green workplace means greening of traditional business functions, namely, human resource management, marketing, operations and supply chain. GHRM can play a strategic role in enabling organizations to implement and formulate sustainable strategies and help them achieve corporate sustainability. This paper helps understand the GHRM scholarship and provides an up-to-date account of GHRM practices.

In this paper, the authors have adopted the bibliometric analysis method to analyse and draw inferences from 247 articles retrieved from the Web of Science (WoS) database for the time horizon of almost two decades: 2005 to June 2021. The methodology's schematic view comprises four steps: data collection, data analysis, data visualization and interpretation. The present study intends to understand GHRM scholarship using Bibliometric R-package and VOSviewer software.

The study offers some interesting insights that may help scholars, line managers and top management to conceptualize the GHRM practices in their organization, which is currently limited to a few HR practices (hiring, training and reward), geographies, developed countries and industries. These can be extended to other HR practices (e.g. industrial relations). In addition, this paper contributes to the GHRM literature in identifying the keywords, authors, journals, intellectual, conceptual and social structure.

The study underpins the research in the area of GHRM in order to understand the trends on this topic over the past 17 years in terms of prolific authors, most impactful journals, key themes and the field's intellectual and social structure. The study indicates that this field is still in its development stage. Hence, there is a need for more arduous research on the topic to help develop a better understanding of this new field.

The paper helps understand green practices in human resource functions, focusing on corporate sustainability goals. It helps the line managers and top management make GHRM a central function for achieving sustainability goals. In addition, these findings can be a road map for the researchers to investigate the field of GHRM further.

During the past decade, the necessity to integrate manufacturing and sustainability has increased mainly to reduce the adverse effect on the manufacturing industry, transforming traditional manufacturing into smart manufacturing by adopting the latest manufacturing technology as part of the Industry 4.0 revolution. Smart manufacturing has piqued the interest of both academics and industry. Manufacturing is a foundation of products and services required for human health, safety, and well-being in modern society and from an organizational standpoint. This paper uses bibliometric analysis better to understand the relationship between smart manufacturing and sustainability scholarship and provide an up-to-date account of current industry practices.

This paper used the bibliometric analysis method to analyze and draw conclusions from 839 articles retrieved from the Scopus database from 1994 to February 2022. The methodology is divided into four steps: data collection, analysis, visualization, and interpretation. The current study aims to comprehend smart manufacturing and sustainability scholarship using the bibliometric R-package and VOSviewer software.

The study provides fascinating insights that may assist scholars, industry professionals, and top management in conceptualizing smart manufacturing and sustainability in their organizations. The results show that the number of publications has significantly increased from 2015 onwards, reaching a maximum of 317 journals in 2021 with an increasing publication annual growth rate of 21.9%. The United Kingdom, India, the United States of America, Italy, France, Brazil and China were the most productive countries in terms of the total number of publications. Technological Forecasting and Social Change, Journal of Cleaner Production, International Journal of Production Research, Production Planning and Control, Business Strategy and the Environment Technology in Society, and Benchmarking: An International Journal emerged as the top outlets.

The research in the area of smart manufacturing and sustainability is underpinned by this study, which aims to understand the trends in this field over the last two decades in terms of prolific authors, most influential journals, key themes, and the field's intellectual and social structure. However, according to the research, this field is still in its early stages of development. As a result, a more in-depth analysis is required to aid in the development of a better understanding of this new field.

The paper focuses on integrating smart manufacturing and sustainability through increased interest from 2015 onwards through the literature review. Specific policies should be formulated to improve the manufacturing sector's competence. Furthermore, these findings can guide researchers who want to delve deeper into smart manufacturing and sustainability.

The study explores the factors affecting the use of smart human resource management 4.0 (SHRM 4.0) practices and its effect on dynamic capabilities and, consequently, on organizational performance.

The authors used socio-technical and dynamic capabilities theory to propose the notable research model. The authors explored the factors driving the use of SHRM 4.0 practices and their contribution to organizational performance through the development of dynamic capabilities. The authors collected data from 383 senior HR managers using a structured questionnaire, and PLS-SEM was used to analyze the data.

The results show that socio-technical factors such as top management support, HR readiness, competitive pressure, technology readiness and perceived usefulness influence the use of SHRM 4.0 practices, whereas security and privacy concerns negatively influence them. Furthermore, the authors also found the use of SHRM 4.0 practices influencing the dynamic capacities (build (learning), integration and reconfiguration) and, subsequently, its impact on organizational performance.

Its novelty lies in developing a model using dynamic capabilities and socio-technical theory to explore how SHRM 4.0 practices influence organizational performance through dynamic capabilities. This study extends the literature on SHRM 4.0 practices, HR technology use, HR and dynamic capabilities by contributing to socio-technical theory and dynamic capabilities and expanding the scope of these theories in the area of HRM. It provides crucial insights into HR and top managers to benchmark SHRM 4.0 practices for improved organizational performance.

The recent decade has described the role of HR practitioners as more strategic to advance in environmental management (EM), technology and change management competencies. The study aims to identify the HR professionals' changing strategies and challenges and barriers in sustainability performance (SP) through green HRM, which have become an emerging topic.

Data collection was conducted through six semi-structured face-to-face interviews with senior HR representatives through purposive sampling. The grounded theory (GT) method was applied, followed by an iterative process for codes and themes.

The results indicated the highly significant challenges and barriers (C&B) proposing a 5 × 4 framework in adopting GHRM practices. Examples of the challenges included (1) lack of knowledge, orientation and awareness; (2) corporate social responsibility as an integral part of the organization strategy; (3) environmental concerns internally required from top-bottom and bottom-top approach; (4) budget and cost that remain an issue for the top management, and; (5) HR department's responsibility to build competencies for their entire team.

The findings help the top management and policymakers maintain a balance between economic, environmental and social sustainability performance agendas. Furthermore, the environmental goals and values of the hotel are key ingredients in seeking the solution to environmental sustainability, which requires continuous training programs to enhance awareness at all levels.

The results are presented as future directions to enrich the literature and make significant contributions to the existing body of knowledge. Moreover, the research benefits the managers from the results intended in accomplishing sustainable development approaches.

Today, companies are struggling to develop their human resources analytics (HRA) capability, although interest in the subject is rapidly increasing. Furthermore, the academic literature on the subject is immature with limited practical guidance or comprehensive models that could support organisations in the development of their HRA capability. To address this issue, the aim of this paper is to provide a maturity model – i.e. HRAMM – and an interdependency matrix through which an organisation can (1) operationalise its HRA capability and assess its organisational maturity; (2) generate harmonious development roadmaps to improve its HRA capability; and (3) enable benchmarking and continuous improvement.

The research described in this paper is based on the popular methodology proposed by Becker et al. (2009) and the procedure for maturity evaluation developed by Gastaldi et al. (2018). This method combines academic rigour and field experience in analytics, in a process spanning eight main phases that involves literature reviews and knowledge creation techniques.

We define HRA maturity through four areas and 14 dimensions, providing a comprehensive model to operationalise HRA capability. Additionally, we argue that HRA maturity develops through an evolutionary path described in four discrete stages of maturity that go beyond traditional analytics sophistication. Lastly, the interdependency matrix reveals specific enablers for the development of HRA.

This paper provides practitioners with useful tools to monitor, evaluate and plan their HRA development path. Additionally, our research helps practitioners to prioritise their work and investment, generating an effective roadmap for developing and improving their HRA capability.

To the best of the authors’ knowledge, this study is the first to provide a model for evaluating the maturity of HRA capability plus an interdependency matrix to evaluate systematically the prerequisites and synergies among its constituting dimensions.

This chapter aims to present the idea of leader robots (LRs) and proposes how LRs can step in to fill various manager positions. LRs are the robots that lead robots. Robotics engineers have already produced many robots for various applications such as in manufacturing, marketing, accounting even human resources in business management. We have witnessed many significant advancements in robotics and artificial intelligence research to achieve digital transformation. There are robots for various purposes of providing digital transformation toward Industry 5.0. Some post-modern organizations have already had robot employees and artificial intelligence applications. There are many studies on human–robot collaboration, robot development, and robot employee but limited research on LR. In this study, therefore, it is discussed the possibility of LRs that may be a key concept of Industry 5.0 in perspective digital transformation. Therefore, it is believed that this study will be one of the focuses of many upcoming organizational robotics research studies.

Training in interpersonal communication helps in enhancing customer service experience. The Functional Fluency model of transactional analysis provides training inputs by which employees can monitor their response with the customers and thereby improve this customer experience. The paper aims to discuss this issue.

The integration of the Functional Fluency model with “Gap 3” of the SERVAQUAL model.

The “Gap 3” in the SERVAQUAL model is about service delivery affected due to poor interpersonal communication by employees. Here the Functional Fluency model helps in identifying the dominant response style and the variables emergent for a group of frontline staff. This can help in designing training programs that will assist in employees enhancing their interpersonal communication from positive functioning and being cautious or exercise restraint on the negative functioning of Functional Fluency model.

The research limitation is that since the model provides a pen-picture on the communication response style of a large group of employees on the 54 descriptors of the Functional Fluency model, a broad training program may be designed for the group. Second, a large group is sought for implication to take shape.

General communication response style may be identified for different groups and based on this a training module or program based on Functional Fluency may be designed specific to each group.

The importance of the Functional Fluency model in providing an evaluation and resolve on the nature of communication responses, during customer-employee interactions, to enhance service delivery in bridging the Gap 3 of the SERVAQUAL model.

The purpose of this paper is to provide a conceptual framework that demonstrates the mechanisms through which talent management (TM) leads to the various dimensions of employee performance.

A literature-based analysis was employed by combining concepts from TM and employee performance. The syntheses of these two concepts lead to the development of the conceptual framework.

The findings show that, implementation of a TM system leads to employee performance, but a TM output mediates the relationship between TM and employee performance.

This paper has contributed to the conceptualisation of TM and employee performance which will help to improve theory, research and practice in all fields concerned with individual work performance.

This systematic literature review aims to explore the adoption, global acceptance and implementation of human resources (HR) analytics (HRA) by reviewing literature on the subject. HRA adoption can assist HR professionals in managing complex procedures and making strategic human resource management (SHRM) decisions more effectively. The study also aims to identify the applications of analytics in various disciplines of management.

The review is conducted using a domain-based structured literature review (SLR), emphasizing the diffusion of innovative thinking and the adoption process of HRA among early adopters. The philosophical stances are analyzed with the combination of research onion model and PRISMA protocol. Secondary data are gathered from published journals, books, case studies, conference proceedings, web pages and media stories as the primary source of information.

The study finds that skilled professionals and management assistance can significantly impact adoption intentions, enabling professionals to deal with analytics. The examples and analytical models provided by early adopters allow managers to manage complex processes and make SHRM decisions.

The study suggests that the lack of use of quantitative techniques is a key limitation and should be considered in future studies. Despite the rise in the number of research papers on HRA, its application in the workplace remains limited.

This research can assist managers in implementing HRA and help resolve complex and inefficient processes, making SHRM decisions.

This study adds to the existing body of knowledge on how HRA can aid a company's efficacy and performance and can be considered one of the first to link adoption and HRA.