Abstract

     Green innovation is an essential and burning topic for environmental and organizational performance. Therefore, this research aims to examine the effect of green innovation on environmental performance, which leads to organizational performance. Another objective is to measure the impact of two dimensions of green innovation, such as green process & green product measures, on green innovation. The second prime aim of this research is to evaluate the moderation of management commitment & human resource practices in an association between green innovation and organizational & environmental performance. A total of 320 employees provided their perspectives on a self-administrated questionnaire from the textile industry of Pakistan. We have employed SEM-based multivariate modeling to examine the data. This research has measured the reflective indicators measurement model through confirmatory factor analysis, an obvious choice of structural equation modeling to examine observed and unobserved variables and indicators using PLS-SEM (partial least square-structural equation modeling). The research findings reveal a positive & significant effect of product & process innovation on green innovation. Further, green innovation significantly impacts environmental and organizational performance. A two-way interaction (moderation) of human resource practices & green innovation does not have a cogent moderating effect on organizational & environmental performance. However, management commitment has a significant moderation between green innovation & organizational performance. A three-way interaction (moderated moderation) model finds a substantial effect on organizational attainment but an insignificant impact on environmental performance. The research outcomes significantly contribute and suggest that practitioners and policymakers must institutionalize green innovation practices in their organizations to enhance their organizational and environmental performance. HR practitioners play a vibrant role in creating green norms and organizational culture. The study findings also suggest that management commitment to green innovation advocates organization-level transformations toward adopting green practices.

Introduction

     With the advent of technology and scientific advancements, the world has provided immense exposure to artificial resources, making life leisurely. However, artificial resource opulence has come at the cost of sustainability and the environment. The world has thus been facing issues with balance acquisition between sustainable usage of resources and economic development [1,2]. Managing both have been a great concern for the economies as one comes at an expense and tradeoff. Researchers have observed that economic growth and sustainability cannot go together [3,4]. Green growth and general innovation are well recognized for their interrelationship [5]. It is essential to observe that national economic development is established through soaring industrial activities [6]. In this essence, Segerstrom [7] validated through his proposed model that firm-level innovations immensely support economic growth. Green innovation is beneficial to prevent the environment from pollution, help in recycling waste, and could also save non-biodegradable energy [8,9]. Moreover, green technologies could achieve sustainable development [10,11]. In order to implement and achieve the target of green innovativeness, firms need to adopt teamwork within their organizational ecosystems (Muisyo et al., 2022). The said process can be run by key parameters such as the organizations’ access to large-scale data, the commitment of the management, and proper usage of human reserves [12,13], among other considerations. The outcomes demonstrated that firms are enticed to accept green innovation practices when internally and externally motivated organizations. Internal motives combine management’s commitment and supplier’s partnership, whereas external motives are regulations and demand pressures from customers. Thus, there is a direct relationship between the two [14]; (Parmar et al., 2022). Organizations can enhance their performance through green innovation as green practices guide them to devise strategies that can help them use fewer resources, reduce the chances of harm, and create a carbon footprint in the organization [15]. The green revolution is a unique strategy that permits organizations to create new techniques and systems that help organizations enhance their performance [16,17].

Conclusion 

     This study evaluated the connotation between green product & process innovations and green innovation. Moreover, the study examined the impact of green innovation in affiliation with organizational & environmental attainment. The study’s findings explored all the hypotheses devised to meet study objectives. Moderation effects of management commitment towards greening and green human resource practices were also examined between the primary relationship. Primary responses were obtained from the mid-career and upper management of the textile sector of Pakistan. This research revealed that product & process innovations have a cogent and affirmative effect on green innovation. The findings further demonstrated that green innovation exerted an affirmative and cogent effect on organizational & environmental performance. Thus, the senior management should seriously consider green innovation projects to increase the firm’s environmental performance and the long run, sustainable competitive growth. While evaluating the moderating effect of HR practices on environmental attainment, the findings are not supported.

Abstract

The study examined the role of green human resource management (HRM) practices on environmental sustainability (ES) among workers in Ghana. An explanatory research design was adopted for the study. Using a structured questionnaire, data was drawn from 221 workers from various sectors. Data gathered was analysed with Partial Least Square-Structural Equation Modelling. The study found that there is a direct link between green HRM and ES behaviour among workers in Ghana. The novelty of the findings of this study relates to workers’ perspectives across multiple sectors in Ghana and is the first study to have applied value alignment theory to argue for green HRM and ES from the Global South. The study offers insights into how organisations in Ghana can integrate sustainable practices into human resource management strategies, fostering a more environmentally conscious workforce and contributing to national, regional and international sustainable development goals.

Introduction

Environmental sustainability remains a major global developmental agenda captured under the sustainable development goals (SDGs) guiding the world until 2030 [1]. Six out of the seventeen SDGs are directly crafted to achieve environmental sustainability. These six SDGs (SDGs 6, 7, 11, 12, 13, and 14) focused on clean water and sanitation, affordable and clean energy, sustainable cities and communities, responsible consumption and production, climate action, and finally, life below water. The operations of organisations apart from individual activities are critical in achieving these goals. Businesses in a wide range of industries have realised how important it is to implement eco-friendly practices [2, 3, 4, 5, 6]. Human resource management is one area in organisations where this shift toward sustainability is picking up [2,3].

In an effort to build a sustainable workplace and encourage employees to internalise environmental sustainability, green human resource management (green HRM) practices have evolved as a strategic approach to integrating environmental sustainability into the fundamental HRM functions [1,7,8] of organisations. Green HRM encompasses how employers enable environmentally sustainable behaviour of employees at the workplace through various practices to achieve environmental sustainability [8, 9, 10, 11, 12] Green HRM relates to the integration of ecological consciousness into organisational human resource management functions or practices such as job analysis, recruitment and selection, orientation and training, performance appraisal, rewards and compensations, and health and safety at work [12,13].

Results and findings

In this part, the results are presented in two ways. The study’s primary hypotheses and the respondents’ demographic features.

4.1 Demographic characteristics of respondents
Two sets of results are provided: the primary findings for the research hypotheses and demographic information about the participants. Table 2 displays the results for the respondents’ demographic attributes. The findings showed that the majority of respondents were male (57.0 %), were between the ages of 31 and 40 (56.6 %), worked in the education sector (23.1 %), had one to five years of experience in their respective fields (50.2 %), and held non-managerial positions (62.4 %).

Abstract

Most of the companies’ sustainability and growth depend on how well its employees perform. However, the measurement of employees’ performance until now is inconclusive and inexhaustive. To accurately assess and predict an employee’s performance, numerous external factors (physical/environmental, social, and economic) related to an employee’s life have been taken into account in this work. The purpose of this research is to explore an unbiased AI algorithmic solution to predict future employee performance considering physical, social, and economic environmental factors that affect employee performance. We collected data of 1109 employees from the ‘For-Profit Organization’ in Bangladesh from both employers and employees to cover all the factors that justified the unbiased outcome. We utilized a few machine learning tools in this study including the Logistic Regression classifier, the Gaussian Naive Bayes, the Decision Tree classifier, the K-Nearest Neighbors (K-NN), the SVM classification, etc., in order to predict the employee performance evaluation. Then, we compared the effectiveness of those machine learning models by analyzing their precisions, recall, F1-score, and accuracy. This work can be utilized to obtain bias-free employee performance reviews. This fair employee performance assessment can aid decision-makers in making moral choices regarding employee promotions, career advancement, and training needs, among other things. The study also describes notes for future researchers.

Introduction

Performance evaluation, which includes assessing current performance, identifying good and poor performers, and providing feedback to staff, is one of the most challenging components of Human Resource Management (HRM) (Cherian et al., 2021, Fogoroș et al., 2020, Stone et al., 2015). Employee performance evaluations are not practiced systematically by numerous organizations. As a result, the evaluation method becomes erratic and ineffective. A systematic approach should be adopted in order to evaluate employees at the planning stage on a regular basis (Ahmed et al., 2013). Employees with these attributes—skills, dedication, attitudes, and knowledge—are valued as assets by the company (Al-Tit et al., 2022, Li et al., 2008, Yang and Lin, 2009). By creating new knowledge at firms’ level, an organization’s human resources can the firms to innovate (Terán-Bustamante et al., 2021). The accurate assessment of the employees’ performance contributes to the mission of the company with the maximum satisfaction of the employees (Pap et al., 2022). Since company progress depends on employee advancement, numerous executives search for efficient ways to improve performance drastically (Abbas and Yaqoob, 2009, Salam, 2021). To boost performance, employers first need to know the performance condition of the employee in any organization. An article in the Harvard Business Review (Antonio, 2018) claims that essential functions of the organizations, such as prediction, upselling, cross-selling, and performance management can be remarkably influenced by AI technologies (Ledro et al., 2023). In the future, businesses, communities, and nations will be significantly impacted by big data, automation, and machine learning (Lada et al., 2023, Tao et al., 2023). In this regard, AI has started to play a role in business, particularly in HRM, concerning the prediction and decision-making (Nilashi et al., 2023, Qureshi et al., 2023).

Conclusion

The performance of the company’s personnel determines a large portion of its sustainability and growth. Many external aspects (physical/environmental, social, and economic) relevant to an employee’s life have been included in this work in order to measure and anticipate an employee’s performance effectively. The goal of this project is to create an AI algorithmic-based ethical decision-making framework that takes into account the various environmental factors—physical, social, and economic – that have an impact on worker performance. Our results were impartial since we gathered information from a few “For-Profit Organizations” in Bangladesh, both objectively and subjectively. In this study, we used a variety of machine learning methods, and we were able to acquire a reasonable accuracy score. The Random Forest model obtained the highest accuracy score, and the Gaussian naïve Bayes model had the lowest. An impartial employee performance review can be obtained by using this work. Decision-makers can use this equitable employee performance evaluation to help them make moral decisions about training requirements, career advancement, and employee promotions, among other things.

Abstract

This literature review aims to examine the relationship between Green Human Resource Management (G-HRM) practices and various outcomes, including employee green attitudes, employee green satisfaction, client green satisfaction, employee green behavior, and organizational green performance. We reviewed existing literature on G-HRM practices and their impact on the selected outcomes. The review process involved the identification of articles through a systematic search in Scopus and Web of Science databases from January 2013 to December 2023. The search retrieved 2142 citations; of them, a total of 17 articles were deemed eligible for this review. The reviewed literature provides good evidence supporting a positive predictive relationship between G-HRM practices and employee green attitudes, employee green satisfaction, client green satisfaction, employee green behavior, and organizational green performance. However, there is a notable gap in studies exploring the influence of G-HRM practices on employee and client satisfaction. Overall, G-HRM practices emerge as a crucial tool for fostering environmentally conscious attitudes and behaviors among employees, ultimately contributing to enhanced employee satisfaction and improved organizational ecological performance. Future research should pay attention to the mechanisms underlying these relationships and explore potential moderating factors to enrich our understanding of the interrelated dynamics between G-HRM practices and sustainable outcomes.

Introduction

The growing concern for environmental sustainability and corporate social responsibility has prompted organizations to adopt alternative avenues to meet these responsibilities (Martin et al. 2014). As emphasized by the United Nations General 17 Sustainable Development Goals (SDGs), organizations need to operationalize and integrate sustainability in their strategy, plans, and actions. Therefore, they can address the current and forthcoming stakeholder needs and ensure a better and sustainable future for all, balancing economic, social, and environmental development (Fonseca et al. 2020). Moreover, academic research (Leal Filho et al. 2023) highlights the need for stronger action to avoid major challenges such as climate catastrophe. One way to foster sustainable practices can be the application of Green Human Resource Management (G-HRM) (Pham et al. 2020). G-HRM, as a general term, refers to the integration of environmentally friendly practices into HRM strategies and policies (Ren and Hussain 2022). It is increasingly recognized as a means to enhance an organization’s environmental performance and overall effectiveness (Munawar et al. 2022).

The adoption of G-HRM policies represents a proactive approach by agencies to enhance their environmental and overall performance. By integrating G-HRM practices into HRM strategies, organizations aim to foster positive attitudes, behaviors, and overall performance (Farrukh et al. 2022). Previous studies of the impact of G-HRM policies on employee and organizational performance in terms of green attitudes, satisfaction, behaviors, environmental performance, and client satisfaction provided promising results. The body of literature examining the impact of G-HRM practices on organizational and employee performance underscores the pivotal role that environmentally conscious human resource practices play in shaping both individual and organizational outcomes (Faisal 2023). Scholars such as Ren et al. (2018) assert that G-HRM practices significantly influence employee attitudes and behaviors toward environmental sustainability, fostering a sense of ecological responsibility among employees (Ren et al. 2018). Additionally, research by Albloush et al. (2022) suggests a significant relationship exists between G-HRM and organizational performance, as well as between G-HRM and human capital development, demonstrating that integrating sustainability into human resource strategies can enhance an organization’s environmental standing (Albloush et al. 2022). These findings align with insights from other works, such as those by (Baykal et al. 2023) and (Shafaei et al. 2020), which highlight the positive impact of G-HRM on employee job satisfaction and commitment to green initiatives. However, the literature also reveals nuanced outcomes, as observed in the research by (Aggarwal and Agarwala 2023), which identifies the mediating role of organizational culture in the effectiveness of G-HRM practices.

Conclusions

In conclusion, the reviewed literature provides good evidence supporting the positive predictive relationship between G-HRM practices and employee green attitudes, employee green satisfaction, client green satisfaction, employee green behavior, and organizational green performance. However, limited studies have examined the influence of G-HRM practices on employee and client satisfaction, and there is a need to include these outcomes in future studies. As organizations prioritize sustainability, G-HRM practices emerge as a critical tool for fostering environmentally conscious attitudes and behaviors, thereby contributing to both employee satisfaction and organizational ecological performance. Future research should focus more on the mechanisms underlying these relationships and explore potential moderating factors to further enhance our understanding of the dynamics between G-HRM practices and sustainable outcomes.

Abstract

The focus of this research is to investigate the factors that influence employee voice behaviour by examining the integration of high-performance work systems, stewardship climate, and trust in supervisor. Drawing on social exchange theory and leader-member exchange, this study investigates the positive relationship between trust in supervisor, high-performance work systems, stewardship climate and employee voice. Data were collected in three stages from 376 Nigerian telecommunications customer-contact employees. Partial Least Squares–Structural Equation Modelling was used to test the dataset. The findings indicate that high-performance work systems have a favourable association with employee voice, while stewardship climate has an adverse correlation with employee voice. Moreover, trust in supervisor is found to mediate and enhance the favourable relationship between high-performance work systems, stewardship climate, and employee voice. The relevance of this study to service industries, management research, and its practical implications is discussed.

Introduction

In the current business landscape, employee voice (EV) is widely regarded as a crucial factor for improving organisational competitiveness and efficacy [1–7]. EV refers to the voluntary and self-initiated actions of employees who express their thoughts and opinions regarding work-related matters through verbal communication, intending to improve workplace conditions and learn from mistakes and weaknesses [8,9]. This behaviour seeks to challenge the established norms and drive positive change [10]. Despite the benefits of EV behaviour (EVB), it is often viewed as risky. For instance, employees may be hesitant to speak up in the workplace out of fear of damaging social relationships or being perceived negatively by others [7,11]. This is especially true when it comes to addressing employers-supervisors’ issues, as they have significant influence over resources and career opportunities [12]. The significance of EV is paramount, given its ability to provide employees with a platform to communicate their ideas and concerns. Through EV, individuals can proactively engage with their workplace and participate in shaping their work environment. Without this outlet, employees may resort to negative actions such as quitting their job, remaining silent about workplace issues, or openly expressing discontent with management decisions and work processes [13,14]. Hence, it is imperative to acknowledge and prioritise the role of EV in promoting a positive and productive workplace culture. The foremost concern of ‘How can organisations influence employees’ voice?’ is a vital question for academics and practitioners, particularly when they have potentially relevant information [15]. The empirical evidence discussed above supports the notion that high-performance work systems (HPWS) [16], organisational climate through stewardship [17], and trust in supervisors (TIS) [18] are crucial factors that contribute to enhancing EVB. These preconditions are crucial in creating a productive and supportive work environment. By prioritising these factors, organisations can create an atmosphere where EV is not only encouraged but also valued and integrated into decision-making processes.

HPWS is a set of HR practices, which can improve employees’ capability, willingness, and opportunity to participate, while also enhancing an organisation’s sustainability and competitive advantage [19,20]. When implemented appropriately, HPWS can increase employee knowledge, skills, and abilities, leading to improved EV [21]. For instance, HPWS is essential for EV because it may act as a link to build an all-encompassing research model that incorporates the two concepts and highlights their linkages within a unified framework [22,23]. The strategic characteristic of HPWS can influence employees’ perception of EVB and provides the appropriate motivation and opportunity to influence their voice behaviour [23]. Therefore, the establishment of a synergistic HR system, known as ‘best practice’, is necessary in stimulating EVB through HPWS.

Results

In the first step, items with low standardised loading were removed for the CFA, consistent with previous studies [135,136]. Forty-nine out of fifty items (loadings) were above 0.70, as shown in Table 2. All composite reliability scores were larger than 0.60 for each of the latent constructs (HPWS 0.894, STC 0.889, TIS 0.938, and EV 0.861), indicating that all measures were reliable [130,137]. All Cronbach’s alpha (HPWS 0.818, STC 0.811, TIS 0.920, EV 0.804) were above 0.70 indicating the findings are reliable. It also showed that the average variance extracted (AVE) for each latent variable was above the threshold (0.50); that is, the indicators’ principal components were extracted.

Abstract

Purpose
This study examined the effect of human resource development practices on employee performance, with job satisfaction as a mediating variable among academic staff at Mizan Tepi University.

Methods
A standardized Likert-scale questionnaire was administered to academic staff members selected through stratified random sampling from eight colleges at Mizan Tepi University. Descriptive and inferential statistics, including a structural equation model and t-tests, were used for data analysis.

Results
The study found a significant positive correlation between human resource development practices and employee performance. Job satisfaction was identified as a mediator between HRM practices and employee performance. Specific dimensions of human resource development practices, such as training and development, academic career development, teamwork spirit, and counseling, had significant effects on employee performance, with both positive and negative impacts observed. Additionally, academic career development, succession planning, and counseling were found to have a statistically significant positive effect on the academic staff at Mizan Tepi University.

Conclusions
This study found that training and development, academic career development, teamwork, counseling, and job satisfaction significantly impact employee performance. The results of the regression analysis using the SEM model revealed that job satisfaction, training and development, and teamwork positively affect academic staff performance while negatively affecting academic career development and counseling. Academic career development, teamwork, counseling, and succession planning were found to have a positive effect on job satisfaction. The mediation analysis indicated that academic career development and counseling partially mediate employee performance, while succession planning fully mediates it. Therefore, focusing on training and development, performance appraisal, rewards, teamwork, academic career development, succession planning, and counseling is essential to enhancing job satisfaction among academic staff at Mizan Tepi University.

Introduction

A framework for increasing human capital inside an organization by developing the company and its employees to boost performance is known as human resource development [1]. Through planned learning activities, human resource development practices create essential competencies that people in companies need to accomplish their present and future roles. Consequently, the concept of HR development has emerged as a strategy to enhance the capacity of existing employees in organizations to perform their duties efficiently. Human resource development (HRD) practices apply to various types of organizations within the business sector that use HRD to initiate and manipulate exchanges that include knowledge sharing, skill development, information transfer, collaboration, feedback, or mentorship. HRD also guarantees a healthy balance between the desires of individual employees and those of the entire organization [1]. According to published studies [2], the foundation of human resource development is the enhancement of organizational performance through the work and skills of people. It seeks to enhance the accomplishment of the purposes and objectives of an organization. The main aim of HRD is to prepare employees to work in the current environment to the best of their abilities and to develop these abilities in preparation for upcoming challenges. Training and development programs create awareness to contribute to employee effectiveness, job performance, and overall organizational success among employees through the use of new technologies [3]. According to Ref. [4], one of the vital traits in the field of HRD is the focus on work-based training, or what may often be referred to as informal education techniques. To accomplish their objectives, organizations must improve the skills and capacities of their workforce by supporting individual training and creating settings where knowledge may be generated, shared, and used by a variety of stakeholders as well as by individual workers. According to Ref. [5], the relationship and impact of HRD practices on job satisfaction indicate that the HRD climate has a definite impact on job satisfaction, which in turn leads to increased organizational performance. They studied the impact of HRD on the job satisfaction of employees in selected public sector enterprises and subsequently studied the impact of HRD on employees and organizational performance. According to Ref. [6], there is a significant relationship between the HRD environment and job performance, and any positive change in the HRD environment will bring about positive changes in job performance. The HRD climate refers to the overall environment, culture, and practices within an organization that support and promote human resource development. HRD practices are the primary way organizations attempt to maintain the competency levels of their employees, thus increasing their performance levels. Ineffective HRD practices can result in various problems, such as a reduction in employees’ ability to develop and apply new skills, a decrease in staff productivity, an increase in employee turnover, and lower overall performance levels within organizations [7]. Problems relating to HRD result from HRD programs failing to address organizational and staff needs. When HRD initiatives are carried out effectively, they may boost productivity and save costs associated with personnel turnover, services, strikes, and losses. HRD plays a vital role in improving job performance and overall organizational effectiveness. Some studies have addressed current HRD practices as an HRM issue. For example, new-entry academic staff, especially those who receive training in SPSS, STATA, and SEM and who have skill gaps, will be more effective as a result of HRD practices. This means that they are better equipped with the necessary skills, knowledge, abilities, and competencies to perform their job tasks successfully and contribute to organizational effectiveness because the formal educational system does not adequately teach specific job skills for a position in a particular organization, so such employees will not have the requisite skills, knowledge, abilities, and competencies needed to perform a specific job. As a result, HRD activities are required to enhance their performance and to help them make substantive contributions to the organization’s growth. However, inefficient HRD practices can lead to many problems, such as reduced employee enthusiasm for learning and applying new skills, decreased employee productivity, low morale, and higher employee turnover rates [8]. One of the most prominent and well-respected jobs in the world is teaching.

Conclusions

The main objective of this study was to examine the effect of human resources development practices on employee performance and explore whether job satisfaction mediates the relationship between human resources development practices and employee performance. The study focused on academic staff at Mizan Tepi University as the sample population. The following conclusions have been drawn in light of the study’s objectives and findings:

Firstly, the analysis of demographic variables revealed that there were no significant mean differences between male and female respondents in terms of job satisfaction. However, gender affects employee performance. This suggests that gender diversity should be promoted in organizations, creating an inclusive environment and policies that eliminate gender-based discrimination.

Secondly, the results of the correlation analysis showed a positive and significant relationship between training and development, academic career development, teamwork, counseling, and job satisfaction. It implies that when the university effectively implements human development practices, such as rewarding employees, implementing succession planning, promoting academic career development, and fostering teamwork, there is a proportional improvement in employee performance. Furthermore, all the HRD practices showed significant and positive relationships with employee job satisfaction. This underscores the significance of focusing on training and development, performance appraisal, rewards, teamwork, academic career development, succession planning, and counseling to enhance job satisfaction among academic staff at Mizan Tepi University.

Abstract

Labor process theory (LPT) is a critical approach to studies on work and employment; it is rooted in the Marxist tradition, which addresses conflictual relations between capital and labor and connects work transformations with broader structural contexts. LPT has been one of the theoretical lenses through which critical human resource management (HRM) scholars have attempted to challenge taken-for-granted concepts and approaches introduced by mainstream, positivist, and functionalist HRM research. Yet, an effort to consolidate its significance in critical HRM is missing in the extant literature. Drawing on a systematic review of 103 research articles published from 2000 to 2021, the present paper identified four key themes in previous LPT-informed HRM research, including institutional forces, control regimes, solidarity and resistance, and the deskilling-upskilling paradox. Based on this review, the article discusses what critical HRM scholars can learn from this collective understanding of LPT and how they could also employ this theory to advance critical HRM research. The main argument brought forward is the idea that LPT is worthwhile to challenge the excessive optimism propagated by the pluralist approaches in HRM.

Introduction

Since the early 1980s, critical HRM scholars have been attempting to challenge the dominant mainstream HRM research characterized by positivistic, functionalist, and uncritical approaches (Keegan & Boselie, 2006; Watson, 2004). At the time, HRM research was significantly led by marketization and ideological individualism (Dundon & Rafferty, 2018), and psychological theories were primarily employed (Vincent et al., 2020), issues that seemingly remain prevalent in the current HRM research (Budd, 2020). Mainstream research in HRM has also been criticized for its “simplified, depoliticized, and one-sided” research orientations (Rhodes & Harvey, 2012, p. 49), supporting a specific social order in which capital interests prevail against workers’ interests (Watson, 2004).

However, academic trajectories in the mainstream HRM research have not historically been straightforward, as addressed in previous studies (Gospel, 2019; Kaufman, 2004). Each specific HRM model – defined as “a particular set of investments, policies, and practices that have emerged for a group of workers” (Boxall, 2021, p. 837) – appearing in the scholarly debates must be understood given the underlying employment relationship models. This way, scholars can more holistically understand and interpret the labor problems concerning each model.

Conclusion

The present paper has reviewed and consolidated past empirical, critical HRM research informed by LPT from 2000 to 2021, thus aiming at helping scholars to gain a collective understanding of its previous results and gaps. By setting an agenda for critical HRM scholars, it argues why and how it is useful and important to employ LPT as an “antidote” to challenge and counteract the optimism predominantly propagated by pluralist scholars in HRM, who still believe that capitalism can become humanistic and balance the fundamentally divergent interests of employees and employers. The present article further highlights the need for (a) adding context to the application of LPT by addressing developing and underrepresented countries as well as the peculiarities embedded in a broader range of professions, and (b) applying quantitative methods as well as comparative analyses to more deeply understand different institutional and organizational contexts.

Abstract

     The efficient use of an organisation’s valuable human resources is crucial to its success. Organizations are embracing HRIS more and more to ensure the efficient utilization of their human resources (a relatively new technology in HRM). However, enterprises, especially manufacturing firms, are lagging in reaping the benefits of modern technology due to a slew of challenges. To close the stated gaps, the current study investigated the role of human resource information system on employees’ behavioural outcomes in selected manufacturing firms in Nigeria. The diffusion of innovation theory was used to explain the inevitability of new technology in HRM. The target population comprised managers and supervisors of Nigeria’s selected Fast Moving Consumer Goods firms (FMCGs). Specifically, the purposive sampling technique was adopted to select the participants for this study. Copies of the questionnaire was used to collect data from a diverse cross-section of the managers and supervisors. The information collected was analyzed using structural equation modeling. The findings revealed that manpower planning information, performance appraisal information and succession planning information are predictors of employees’ behavioural outcomes. It was concluded that management apprehension, employee privacy concerns, internal organisational opposition, and conversion costs are the most significant barriers to effective HRIS implementation. Finally, several quantifiable approaches to improve new technology in HRM were proffered.

Introduction

     Organizations nowadays are under pressure to reduce operational costs while also responding to client demands. It is more intense for the manufacturing sector across the globe. The usage of human resource information system (HRIS) positively impacts the company since it reduces expenses, improves communication, and shortens the time it takes to complete HR-related tasks [[1],[2]]. Despite the undeniable benefits of modern technology, most manufacturing firms, particularly small and medium-sized businesses, cannot profit from it fully. In 2012, the Institute of Management and Administration performed a poll, in the survey, respondents identified a lack of employees, a lack of budget, difficulty with time management, the need to collaborate with other departments, and a lack of information technology assistance as challenges in administering HRIS [[3]], because these are general barriers to any information system, a list of more specific barriers may arise throughout the implementation and management of HRIS. Some of these roadblocks are related to ambiguity in identifying the key people responsible for basic HRIS design, the difficulty in formulating HR policies under multiple national laws, the risk of losing personal data stored in HRIS, and the difficulty in measuring the behavioural dispositions of manufacturing employees [[4]].

Conclusion and recommendations

     With the undeniable advantages of HRIS, businesses should choose to assure successful implementation by understanding the difficult and disruptive difficulties. The findings of this study may be useful to HR executives in identifying obstacles that obstruct the efficient implementation of this technology in HRM activities. Top management support is the most important aspect of the overall success of an HRIS plan. Before addressing enhanced capabilities, an effective HRIS approach should be progressive and include the development of a stable core capability. Strategic enablement and future-facing activities such as planning and predictive analytics will be based on a solid foundation and plan. To achieve the organisational intended outcome, manufacturing firms should be prepared to work through various barriers and challenges during the HRIS deployment. Based on the findings, it was recommended that:

     Firstly, a suitable amount of time should be allocated for managers and employees to learn how to use the new system, and they should be involved as much as possible in the system’s implementation and modification, so as they have better understanding of the system’s interface. Secondly, managing change is not the same as training; nonetheless, it can be discussed at HRIS training meetings. After training, additional assistance should be given to help employees adjust to utilizing the new system on a regular basis. Managers should make it clear how and when employees can contact them with questions about the new changes, for as by email or during designated office hours. Finally, the management of the Nigerian manufacturing firms should also motivate their staff while implementing technologically friendly HRM practices in order to drive positive behavioural tendencies.

Abstract

This conceptual paper theorizes the emerging concept of personalized human resource management (HRM), which refers to HRM programs and practices that vary across individuals within an organization. As a subset of high-performance work practices (HPWPs), personalized HRM is implemented at the individual level and represents the next generation of HRM, which is characterized by the adoption of advanced HR analytics and artificial intelligence (AI) to provide tailored HR solutions. We argue that personalized HRM constitutes a unique source of sustained firm competitive advantage and offers additional beneficial performance effects on top of other HPWPs. Drawing on the theories of individual differences and person-organization fit, we explain why personalized HRM outperforms traditional standardized HRM in terms of productivity, favorable HR climate, flexibility, return on investment of HRM, and firm financial performance. We also suggest that business strategy is a moderator of the relationship between HRM and firm performance. Building on the AI job replacement theory, we further propose that the mechanical and analytical intelligence (intuitive and empathetic intelligence) required for personalized HRM tasks is positively (negatively) related to the adoption of AI. Lastly, we elaborate on the implications and explain how advanced HR analytics and AI can facilitate the transition toward personalized HRM.

A conceptual framework of personalized HRM

Strategic HRM refers to “the pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals” (Wright & McMahan, 1992). Most of the previous research on strategic HRM has focused on the differences in HRM across different organizations, whereas personalized HRM centers on the differences in HRM within organizations.

Several seminal studies have explored the variations in HRM within organizations. Pearce, Tsui, Porter, and Hite (1995) showed that multiple types of employment modes can exist within firms. Lepak and Snell (1999) further developed the concept of HR architecture to capture four employment codes, employment relationships, and HR configurations that are based on the value and uniqueness of human capital. Previous research on strategic HRM differentiation (Becker & Huselid, 2006; Huselid & Becker, 2011; Zhou, Zhang, & Liu, 2012) has suggested that HRM practices are not always applied consistently to all groups of employees and that such a differentiation in the application of HRM may lead to the differences noted in HRM quality across organizations.

Conclusion

While companies, such as FANG, use personalization to attract and retain customers, and more and more organizations are introducing personalized HRM to better attract, develop, and retain their best employees. Personalized HRM represents the next generation of HRM, which is characterized by the adoption of advanced HR analytics and AI to optimize the quality of HRM as well as its ROI. Altogether, this paper advances the strategic HRM literature by providing a conceptual framework of personalized HRM and discussing its theoretical and managerial implications. We have introduced a two-level causal conceptual framework explaining the causal mechanisms that link personalized HRM and firm financial performance. Building on the theories of individual differences and person-organization fit, we have proposed and explained why personalized HRM outperforms traditional HRM approaches in terms of enhancing employee ability and motivation, productivity, HR climate, flexibility, the ROI of HRM, and consequently, the firm’s financial performance. We have argued that personalized HRM conveys a unique and sustained competitive advantage for organizations by offering the positive effects of additional beneficial performance on top of the positive impacts of HPWPs. Lastly, we have discussed the theoretical and managerial implications and outlined how HR analytics and AI can be used in developing and maintaining a personalized HRM system. Thus, this conceptual paper provides the basis for future empirical studies on personalized HRM.

Abstract

The COVID-19 pandemic forced many individuals to shift from an atmosphere of face-to-face work to the digital work environment known as telework. Telework is an effective mitigation tool that ensures the continuity of operations. However, maximized telework may not be effective for all individuals. Many individual, organizational, and group level factors influence one’s telework performance and this study examines four of the most influential antecedents. Using linear regression analysis, conscientiousness, overload, communication, and non-distractibility were found to be significant predictors that account for over half the variance explained in telework performance. Supported by self-regulation theories, both conscientiousness and non-distractibility contained the strongest beta coefficients, signifying the greatest impact on telework performance. These findings contribute to the telework body of literature by focusing on personal aspects that contribute to telework performance. Leaders and supervisors can use this research to revise telework policies and to train, educate, and develop their subordinates on aspects of effective self-regulation. In cases of degraded performance, employers are encouraged to counsel and withhold the option to telework from those with self-regulation issues.

Abstract

Advancing awareness of the workforce and job issues faced by women in the KSA will encourage HRM departments to enhance Saudi women’s work experience by implementing more gender-friendly work environments, practices, and processes. Therefore, the researcher decided to implement this research to shed light on the role of Saudi women working in community development, to identify the most important challenges and issues facing Saudi women working in new unconventional jobs, and to discuss methods that can be followed to reduce these challenges and issues. To achieve this, the researcher used a descriptive-analytical approach and qualitative research methods (interviews). The interviews were conducted with 10 Saudi women working in new, non-traditional jobs. The study reached a number of results, most notably that Saudi society still rejects the work of Saudi women and their participation in the labor market. The results also confirmed that the Kingdom of Saudi Arabia seeks to provide suitable job opportunities for Saudi women and to integrate them into the labor market. In addition, the results confirmed that the family plays an important role in supporting working Saudi women and helping them achieve career and professional excellence. In light of this, the researcher recommended the necessity of changing Saudi society’s view of working Saudi women. The need to make many transformative changes in employment methods and to achieve equal employment opportunities between women and men.