Human Resource Management
Author – Shruti Sakharkar
Roll No. – 0222112 (FY MMS)
Kohinoor Business School
Literature Review
Human Resource Analytics
ANAM, et al (2023) states HR professionals are increasingly using analytical tools and techniques to enhance productivity and decision-making in the organization. The integration of HR analytics with overall strategic business is leading to a data-driven culture, and future HR leaders would need specialized technological and analytical skills. The use of technology-enabled HR would address future challenges such as talent retention and complex job requirements. Evidence-based management is becoming more popular in the business world, and HR analytics can generate data-driven insights that provide a competitive advantage to the organization. With the help of analytical tools and techniques, HR can effectively use structured and unstructured data to facilitate technology-enabled HR decision-making and improve organizational performance and productivity.
Artificial Intelligence in HRM
KAUR, et al (2021) says Human Resource Management (HRM) is currently undergoing a transformative phase, primarily driven by the integration of Artificial Intelligence (AI) into HR processes. This adoption of AI in HRM is enabling organizations to attract and retain top talent. However, there is a lack of research on the adoption of AI in HRM, and this study aims to fill this gap by recommending a framework for AI adoption in HR. The proposed model combines the Technology-Organization-Environment framework and the Technology Acceptance Model to identify the factors that influence the adoption of AI in HRM. The study highlights the variables that affect the adoption of AI in HR, making it relevant to various stakeholders such as top management, HR professionals, and AI developers. The research serves as a precursor to further studies exploring the impact of AI adoption on organizational performance, managerial effectiveness, and employee experience. The adoption of AI technologies is transforming HRM into a strategic contributor to business success, with advanced functionalities reshaping the employee experience.
Equal Employment Opportunity
BISHU, et al (2020) states that the study highlights the persistence of gender discrimination in the workplace, despite federal laws and administrative remedies aimed at promoting women’s rights. It identifies covert gender discrimination in organizational structures, processes, and interactions, which are not effectively addressed by existing legal and administrative frameworks. The research emphasizes the need to understand and address formal and informal gendered arrangements and barriers at both the organizational and individual levels. It also sheds light on the unique experiences of women in leadership positions versus frontline roles. The study calls for gender analysis in organizations, training for public administrators in identifying gendered performances, and further research on diverse professional contexts, men’s perspectives, performance outcomes, and the evolution of gender-neutral spaces.
Effectiveness of HRIS on HR Functions
ELLIOTT, et al (2023) says the use of computer technology in Human Resource Management (HRM) is widespread, with both public and private sectors making use of software developments for HR Information Systems (HRIS). This study examines the extent to which HR professionals in both sectors use HRIS systems and the Internet as an information resource to solve HRM problems. There are more similarities than differences between the two sectors in terms of the use of information technology, with both heavily using the same general software applications. Compensation management is the single most integrated HRM function across both sectors, with high levels of satisfaction among those who have integrated software into their HRM activities. However, there is under-utilization of the information available, possibly due to a lack of specific training for employees.
Employee Recruitment
ZOTTOLI, et al (2023) stated that the effectiveness of different recruitment sources has been studied for decades, focusing on turnover rates and job performance. Referrals, in-house postings, and rehiring former employees are found to be the most effective sources, as supported by reviews and studies. Walk-ins are somewhat effective, while newspaper ads, school placement services, and employment agencies are the least effective. Cost savings in inside recruitment depend on comparing costs with outside recruiting. This article offers a comprehensive review, including unpublished studies, using various measures like turnover, tenure, absenteeism, and intent to quit. It also provides suggestions for future research and practical guidance for organizations.
Training and Human Resource Development
CHOI, et al (2023) says today’s organizations must adapt to global changes and advancements in technology, emphasizing continuous learning to meet future demands. Workplace learning, including structured on-the-job training (S-OJT), plays a crucial role in enhancing job performance and enabling individuals to handle complex work situations. The research focuses on the significance of S-OJT for human resources development in Korean small and medium-sized enterprises (SMEs), addressing challenges such as limited training resources and low training perception. It emphasizes the need for empirical studies from the trainees’ perspective and suggests considering variables beyond training activities, such as training transfer and job performance. The limitation of the study’s cross-sectional nature highlights the necessity for future longitudinal studies to examine causal relationships and changes in S-OJT activities across different SMEs over time.
Understanding Employee Engagement
SONI, et al (2023) stated employee engagement has gained significant attention as a crucial factor for productivity. It reflects employees’ commitment to the organization and their motivation to contribute to its success. Engaged employees are considered valuable assets, leading to improved profitability, productivity, customer satisfaction, and reduced turnover. Embracing employee engagement is vital for organizations, as it provides a competitive advantage and leads to higher performance. The research emphasizes that engaged employees in the banking industry in India demonstrate enthusiasm, dedication, and complete involvement in their job roles, contributing to the industry’s growth. Engaged employees are energetic, innovative, and play a vital role in organizational success.
Performance Management
MEIJERINK, et al (2023) stated research has predominantly examined the relationship between employee reports of human resource management (HRM) practices and employee performance, but it has not fully recognized the distinction between descriptive and evaluative reports of HRM. This study identifies descriptive reports as reflecting employee experiences of HRM implementation, while evaluative reports gauge employees’ judgments of HRM effectiveness. Meta-analytical findings show that descriptive reports are more positively related to personal and job resources, while evaluative reports are more positively related to job attitudes. Personal/job resources and job attitudes partially mediate the positive relationship between employee-reported HRM practices and employee performance, encompassing task performance and organizational citizenship behavior. Distinguishing between descriptive and evaluative reports helps understand the mechanisms underlying the HRM-employee performance relationship.
Employee Terminations
SHEETS, et al (2023) stated that the study aimed to explore termination policies and benefits as components of internal labor markets in organizations, considering firm-power, political, institutional, and transaction-cost perspectives. Findings provided empirical support for these perspectives, with firm size, market concentration, union presence, and government influence consistently affecting termination policies and benefits. However, the transaction-cost perspective was only partially supported and requires further theoretical development. Future research should expand the conceptualization and measurement of employment security arrangements, consider job or occupational levels, and improve operational definitions of firm-specific investments. The study highlights the importance of organizational theories in understanding the interplay between economic and institutional factors in managing internal labor markets and addresses the link between termination policies and organizational decline.
Employee Retention
AL-EMADI, et al (2023) this literature review aims to provide a comprehensive understanding of key theories, issues, strategies, and challenges related to employee retention. The review highlights the well-documented importance of employee retention in reducing turnover-related costs. While the literature on employee retention appears fragmented across various thematic areas, the review critically explores and synthesizes available research, shedding light on turnover, employee engagement, retention management, and challenges in effective retention. The findings of the review will assist in evaluating how Qatar’s HR policy influences employee migration between the public and semi-private sectors and address satisfaction levels, implementation challenges, and the policy’s impact on retention. Future research directions include examining the relationship between retention and managerial practices, understanding differences in perceptions between managers and employees, assessing employee attitudes towards proposed practices, and improving outcomes through a focus on employee expectations.
Conclusion
HR professionals are using analytical tools and techniques to enhance productivity and decision-making, leading to a data-driven culture and the need for specialized technological and analytical skills in future HR leaders. The adoption of AI in HRM is transforming organizations by attracting and retaining top talent, but more research is needed to understand the factors influencing AI adoption in HRM. The use of information technology, such as HRIS systems and the Internet, is prevalent in both public and private sectors, with compensation management being the most integrated function. Referrals, in-house postings, and rehiring former employees are effective recruitment sources, while newspaper ads and employment agencies are less effective. Structured on-the-job training (S-OJT) plays a crucial role in human resources development in SMEs, and future research should consider variables beyond training activities. Employee engagement is essential for organizational success, leading to improved profitability, productivity, and customer satisfaction in the banking industry in India. Employee reports of HRM practices are positively related to personal and job resources, job attitudes, and performance, with descriptive and evaluative reports having distinct effects. Termination policies and benefits in organizations are influenced by firm size, market concentration, union presence, and government influence, highlighting the importance of organizational theories in understanding internal labour markets. Employee retention is a well-documented topic with fragmented findings, and further research is needed to explore the impact of HR policies on migration, satisfaction, and implementation challenges.
Reference
AL-EMADI, A. A. Q.; SCHWABENLAND, C.; QI WEI. The Vital Role of Employee Retention in Human Resource Management: A Literature Review. IUP Journal of Organizational Behavior, [s. l.], v. 14, n. 3, p. 7–32, 2015. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=f5470fd0-a493-3c26-9c5c-bae7d19fa4dd. Acesso em: 28 maio. 2023.
ANAM; ISRARUL HAQUE, M. Human Resource Analytics: Key to Digital Transformation. IUP Journal of Management Research, [s. l.], v. 21, n. 3, p. 38–54, 2022. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=07e0ae82-54aa-3522-9074-68d24f6a3d02. Acesso em: 14 maio. 2023
BISHU, S. G.; HEADLEY, A. M. Equal Employment Opportunity: Women Bureaucrats in Male‐Dominated Professions. Public Administration Review, [s. l.], v. 80, n. 6, p. 1063–1074, 2020. DOI 10.1111/puar.13178. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=90a9eab8-6ddd-3000-a73f-4cbef7756433. Acesso em: 14 maio. 2023.
CHOI, Y. J.; LEE, C.; JACOBS, R. L. The hierarchical linear relationship among structured on-the-job training activities, trainee characteristics, trainer characteristics, training environment characteristics, and organizational characteristics of workers in small and medium-sized enterprises. Human Resource Development International, [s. l.], v. 18, n. 5, p. 499–520, 2015. DOI 10.1080/13678868.2015.1080046. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=522301bf-bfad-3366-9e0c-e1ad85c42e90. Acesso em: 28 maio. 2023.
ELLIOTT, R. H.; TEVAVICHULADA, S. Computer Literacy and Human Resource Management: A Public/Private Sector Comparison. Public Personnel Management, [s. l.], v. 28, n. 2, p. 259, 1999. DOI 10.1177/009102609902800207. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=7ce2f260-c965-375e-9589-42eeed140ac2. Acesso em: 15 maio. 2023.
KAUR, M.; A. G., R.; VIKAS, S. Adoption of Artificial Intelligence in Human Resource Management: A Conceptual Model. Indian Journal of Industrial Relations, [s. l.], v. 57, n. 2, p. 331–342, 2021. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=e20e5c13-1cf2-342d-a075-40b5d96e4c84. Acesso em: 14 maio. 2023.
MEIJERINK, J. G.; BEIJER, S. E.; BOS-NEHLES, A. C. A meta-analysis of mediating mechanisms between employee reports of human resource management and employee performance: different pathways for descriptive and evaluative reports? International Journal of Human Resource Management, [s. l.], v. 32, n. 2, p. 394–442, 2021. DOI 10.1080/09585192.2020.1810737. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=e51755c2-263b-3118-b0dc-c4b7842f5662. Acesso em: 28 maio. 2023.
SHEETS, R. G.; YUAN TING. Determinants of Employee-Termination Benefits in Organizations. Administrative Science Quarterly, [s. l.], v. 33, n. 4, p. 607–624, 1988. DOI 10.2307/2392646. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=e51dfc0e-fd51-339e-a367-51acf5792b83. Acesso em: 28 maio. 2023.
SONI, D.; MEHTA, P. Status of Employee Engagement: Insights from Indian Banking Sector. Journal of Services Research, [s. l.], v. 20, n. 2, p. 147–155, 2020. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=6c34f15e-9796-3317-8cf0-5baad3ab8136. Acesso em: 28 maio. 2023.
ZOTTOLI, M. A.; WANOUS, J. P. Recruitment Source Research: Current Status and Future Directions. Human Resource Management Review, [s. l.], v. 10, n. 4, p. 353, 2000. DOI 10.1016/S1053-4822(00)00032-2. Disponível em: https://discovery.ebsco.com/linkprocessor/plink?id=497ca50f-cd29-3364-91ab-25e29bdcb48f. Acesso em: 28 maio. 2023.