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This study is dedicated to critically analysing research addressing human resource management (HRM) and the adoption of artificial intelligence (AI) with the purpose of driving development in the field of human resources (HR) at the strategic and managerial level.

A systematic literature review (SLR) was conducted using the Scopus database, which gathered 61 articles between 2002 and 2022. The SLR process has the potential to, in addition to generating knowledge and theories, support and guide policy development and practice in many disciplines.

The results of this study allowed the author to identify three main conclusions: (a) there are four thematic clusters – (i) Strategic HR and AI, (ii) Recruitment and AI, (iii) Training and AI and (iv) Future of work; (b) there is a growing academic interest in studying the implementation of AI to develop the HR sector and (c) the application of AI stands out in the strategic HR and AI cluster as a means of achieving profit maximisation and the overall development of the organisation.

This study is the first SLR to present a strategic and managerial view on AI applications associated with specific HRM dimensions. The study is also the first SLR to identify key trends in the literature, drivers and obstacles to the development of AI in HRM and then place them within the landscape of positive and negative approaches in a framework. Also, as a contribution, the study has practical implications for HR managers and practitioners in adopting AI as a decision support in the area's processes.

The present research focuses on improving the awareness related to soft total quality management (TQM) practices by looking from the viewpoint of strategic human resources (HR). In addition, it is intended to reflect on the resulting soft TQM-HR outcomes and determine the mediating effect between soft TQM-HR strategies and organizational effectiveness (OE).

An exploratory research methodology with an online survey technique was adopted for the study. Three hundred and three managerial-level personnel from nine large Indian manufacturing organizations participated in the research. A theoretical model is projected and verified using correlation and mediation analysis.

The results show that commitment, reduced turnover intentions and satisfaction levels of employees mediate the relationship between resources, development and retention strategies and OE. However, the retention strategy has the strongest association with the OE of the three strategies. Also, of the three HR outcomes, satisfaction was strongly associated with OE. The analysis proved that the proposed model is an acceptable fit.

Implementing HR-related TQM strategies will likely impact OE since it elicits positive HR outcomes such as commitment, reduced turnover intention and satisfaction. Recognizing human resources as a unique strategic asset will help HR managers devise adequate resourcing, development and retention strategies instrumental in executing TQM.

The present micro study is unique in scrutinizing the influence of soft TQM-HR practices on organizational effectiveness by analysing the mediating effects of commitment, reduced turnover intention and satisfaction in Indian large-scale manufacturing organizations. The study is unique since no literature deciphers the linkages between HR strategies and organizational effectiveness in the Indian manufacturing sector.

Highly committed, motivated and engaged employees assure organizational success and competitiveness. The study aims to examine the association between human resource development (HRD) practices and employee engagement with organizational commitment as a mediating variable.

Data were collected from 760 employees of 13 star-rated hotels comprising 5 (five-star) and 8 (four-star). The data supported the hypothesized relationships. Structural equation modeling was used to evaluate the proposed model and hypotheses. Construct validity and reliability were established through confirmatory factor analysis.

The results indicate that HRD practices and affective commitment are significantly associated. HRD practices and continuance commitment were shown to be non-significantly associated. HRD practices and normative commitment were shown to be non-significantly associated. Employee engagement and organizational commitment are significantly associated. The results further show that organizational commitment mediates the association between HRD practices and employee engagement.

The generalizability of the findings will be constrained due to the research's hotel industry focus and cross sectional data.

The study's findings will serve as valuable pointers for stakeholders and policymakers of the hotel industry in the adoption, design and implementation of proactive HRD interventions to keep highly engaged and committed employees for organizational competitiveness and sustainability.

By evidencing empirically that organizational commitment mediates the nexus between HRD practices and employee engagement, the study extends the literature.

The purpose of this paper is to examine the role of human resources (HR) leaders in disaster preparedness and response efforts of organizations. The study used Bronfenbrenner's Ecological Systems Theory as anchor and was conducted in the Philippines – a country that regularly experiences disruptions due to disasters.

The study utilized a phenomenological approach in gathering and analyzing data from semi-structured interviews with 16 HR leaders. They hold either an executive or managerial position and belong to organizations situated in areas that have experienced disasters within the past two years. The areas are likewise prone to further experience of disasters such as flooding, earthquake and volcanic eruption as identified by international disaster watch organizations.

Results surfaced three superordinate themes that reflect the role of HR in disaster situations – (1) contributor to the business continuity plan formulation and implementation; (2) in-charge of building a disaster-resilient culture; and (3) primary unit that takes care of employee wellbeing and welfare during and post-disaster.

The study identified factors that can help HR in fulfilling its role of surfacing and addressing employee needs amidst disasters.

The study expands literature on strategic human resource management by describing the positioning of HR in disaster preparedness and response efforts of organizations and illustrates how HR puts focus on the human side of organizational crises management.

Despite the burgeoning interest in corporate universities (CUs), their pragmatic application and ongoing evolution present challenges. This study aims to analyze the South Korean CU landscape from a balanced perspective to draw implications for the sustainable development of CUs.

The study uses a case study method to systematically explore CUs in South Korea by reviewing the South Korean government reports on CUs. The cases of CUs are analyzed based on the holistic model of CUs, which functions as an analytical framework.

By analyzing four groups of CUs, namely, in-house colleges, corporation colleges, technical colleges and in-house college-type lifelong educational establishments, implemented in South Korea, this study draws implications for the sustainable development of CUs, using the holistic CU model.

By analyzing cases of CUs from a new perspective, this study contributes to expand knowledge on CUs and suggests implications for organizations aiming to establish and sustain their own CUs tailored to their specific needs. Furthermore, this paper delves into the support necessary for the successful implementation and sustainable development of CUs, spanning organizational/team, national and individual levels.

This study aims to identify and classify potential hospitality industry human resource (HR) risks in the luxury hotel context.

Data has been collected from five-star hotels in Antalya, one of the most popular tourism destinations in Turkey. The study conducted focus groups to examine how hotel managers and lower-level staff perceive such risks. Using these focus group discussions, the participants' perceptions of HR risks were explored and elicited.

Participating hotel managers' and employees' perceptions were utilized to build up an outline for examining the risks associated with human resources management (HRM) practices in hotels. The evaluation shows that HR risk types in luxury hotels vary highly and that each type of risk requires close examination.

Recognizing HR risks play a key role for hospitality industry leaders and managers in attaining their organizations' goals and objectives, offering a practical framework in identifying and governing their HR risks, allowing them to make better strategic choices regarding their HR risk management (RM) plans.

This study extends the hospitality literature by exploring new ways of identifying and classifying HRM risks in luxury hotels.

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.

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.

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

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.

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.

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.

Employee training and learning have transformed over the years. The movement from classroom training to the blended format represents the magnitude of this evolution. This has placed much attention on self-regulated learning. This study aimed to understand the individual and organizational mechanisms that sustain the formal learning process in organizations. It explored the goals the organizations and employees strive to achieve by investing in learning. Through this, the authors investigated how technology assistance makes learning more goal-oriented, despite the possibility of different goals for different stakeholders. They also examined how person-job fit can be achieved in employee training.

The study adopted a grounded theory-based inductive approach using a qualitative inquiry that used in-depth interviews of employees working in the Indian IT/ITES sector. This sector is knowledge-intensive and engages in constant skill development. A content analysis of the interview transcripts unraveled the most relevant themes from the participants' discussion.

Individual learners use dimensions of self-regulated learning to set and achieve goals such as better performance and career development. On the other hand, organizations use learning support mechanisms such as better access and flexibility to direct employee learning behavior to achieve organizational goals. Focusing on goal congruence leads to better achievement of results. Goal congruence also implies good person-organization fit.

This research established how aligning individual and organizational mechanisms can help achieve training goals that ultimately contribute to organizational performance. The study differentiated itself by investigating training goal setting and goal achievement at two levels – organizational and individual – using a qualitative approach. It also showed how goal congruence is vital in improving organizational performance and how technology-enabled training practices rely on self-regulated learning and help achieve goal congruence.

This study aims to endeavor to shed light on the underlying causal mechanisms behind the failure of startups by examining the failure process in such organizations. To achieve this goal, the study conducted a comprehensive review of the literature on the definition of failure and its various dimensions, resulting in the compilation of a comprehensive list of causes of startup failure. Subsequently, the failure process was analyzed using a behavioral strategy approach that encompasses rationality, plasticity and shaping, as well as the growth approach of startups based on dialectic, teleology and evolution theories.

The proposed research methodology was a case study using process tracing, with the sample being a failed platform in the ride-hailing technology sector. The causal mechanism was further explicated through the combined application of the behavioral strategy approach and interpretive structural modeling analysis.

The findings of the study suggest that the failure of startups is a result of interlinked causes and effects, and growth in these organizations is driven by dialectic, teleology and evolution theories.

The outcomes of the research can assist startups in formulating an effective strategy to deliver the right value proposition to the market, thereby reducing the chances of failure.

The purpose of this study is to explore the association between select human resource management practices and employee performance in academic libraries in India.

The current study uses the quantitative method of research. Partial least squares-structural equation modelling (PLS-SEM) was used to analyse the results. The current study uses a cross-sectional approach by using a convenient sampling method. The sample size of the study was 163, which was adequate for conducting PLS-SEM analysis.

The study found a significant positive correlation between human resource management practices and employee performance in academic libraries. This suggests that the implementation of effective human resource management practices has a beneficial impact on various aspects of employee performance.

The study’s cross-sectional design may limit the ability to establish causality or determine the direction of the relationship between human resource management practices and employee performance. The study may have limitations regarding the sample size and its representativeness. If the sample is small or limited to specific academic libraries in India, it may not be possible to generalise the findings to a broader population of academic libraries in the country or to libraries in other regions or countries.

The study has practical implications for academic libraries in India. By recognising the significant correlation between human resource management practices and employee performance, libraries can prioritise the implementation of effective human resource management strategies. This includes aligning human resources practices with organisational goals, focusing on employee development and engagement and adopting best practices in recruitment, training and performance management.

This study can have broader social implications by promoting a supportive and productive work culture that positively impacts the academic library community.

The paper focuses on a quite important and largely unexplored area of human resource management within the academic libraries sector.