Human resource management (HRM) education has tended to focus on specific functions and tasks within organizations, such as compensation, staffing, and evaluation. This task orientation within HRM education fails to account for the bigger questions facing human resource management and employment relationships, questions which address the roles and responsibilities of the HR function and HR practitioners. An educational focus on HRM that does not explicitly address larger ethical questions fails to equip students to address stakeholder concerns about how employees are (...) treated or the ethical dilemmas facing employers with regard to the employment relationship, and ironically makes the HRM function less strategic to the organization. In this paper, we identify some of the key ethical issues within the employment relationship, discuss how extant HRM education often fails to address these issues or help students to become aware of them, and offer a framework for integrating ethics into HRM education. (shrink)

Artificial Intelligence (AI) is rapidly transforming Human Resource Management (HRM) by enhancing the efficiency and effectiveness of key functions such as recruitment, performance management, and employee engagement. This paper explores the integration of AI technologies in HRM, focusing on their potential to revolutionize these critical areas. In recruitment, AI-driven tools streamline candidate sourcing, screening, and selection processes, leading to more accurate and unbiased hiring decisions. Performance management is similarly transformed, with AI enabling continuous, data-driven feedback and personalized development plans that (...) align with organizational goals. Furthermore, AI facilitates more engaging and tailored employee experiences by leveraging predictive analytics to anticipate and address employee needs. Despite these advancements, the paper also addresses the ethical considerations and challenges associated with AI in HRM, including data privacy concerns and the risk of over-reliance on automated systems. Through a comprehensive analysis, this paper aims to provide insights into how AI can be strategically leveraged to optimize HRM practices, while highlighting the need for a balanced approach that integrates human judgment with technological innovation. (shrink)

The aim of this research is to examine the public policy influences on academic investigations that contain a substantial convergence among human resource management–industrial relations and corporate social responsibility–stakeholder approach by means of using bibliometric and content analyses of relevant publications in the Scopus and ScienceDirect databases. Totally, 160 publications were subject to bibliometric, cluster, and summative content analyses. In this context, this study claims that public policy in the EU influences academic investigations and scholars. The investigation draws attention to (...) the importance of active participation of different public institutions and key stakeholders (e.g., trade unions, works councils, academic associations) that prepare a basis for collaboration, solidarity, and communication for strengthening EU social model, social dialogue, collective bargaining, and the protection of social rights. The research findings illuminate the fact that European public policies have significant effects on shaping and encouraging investigations that are considered within the scope of IR–HRM and CSR–SA. One of the most crucial recommendations of this study is that the investigations which are out of this framework can be considered quite idealistic. Therefore, researchers may attempt to publish more scientific investigations in frame of IR–HRM and CSR–SA to enhance the comprehensiveness and depth of these two clusters. (shrink)

In 'A Different Story,' Finn Janning uses the Norwegian author Jan Kjærstad trilogy: 'The Seducer', 'The Conqueror', and 'The Discovery' as a fictional frame that organizes his as understanding, analyzing and critique of contemporary HRM and Leadership-Practices.

Using artificial intelligence (AI) to make decisions in human resource management (HRM) raises questions of how fair employees perceive these decisions to be and whether they experience respectful treatment (i.e., interactional justice). In this experimental survey study with open-ended qualitative questions, we examine decision making in six HRM functions and manipulate the decision maker (AI or human) and decision valence (positive or negative) to determine their impact on individuals’ experiences of interactional justice, trust, dehumanization, and perceptions of decision-maker role appropriate- (...) ness. In terms of decision makers, the use of human decision makers over AIs generally resulted in better perceptions of respectful treatment. In terms of decision valence, people experiencing positive over negative decisions generally resulted in better perceptions of respectful treatment. In instances where these cases conflict, on some indicators people preferred positive AI decisions over negative human decisions. Qualitative responses show how people identify justice concerns with both AI and human decision making. We outline implications for theory, practice, and future research. (shrink)

Although high-performance human resource practices do not directly affect corporate social performance strengths, they do positively affect CSP strengths in companies that are highly innovative or have high levels of slack. High-performance human resource management practices also directly and negatively affect CSP concerns. Drawing on the resource-based view and using secondary data from an objective, third-party database, the authors develop and test hypotheses about how high-performance HRM affects a company’s CSP strengths and concerns. Findings suggest that HRM and innovation are (...) important capabilities because they create and enhance other capabilities. (shrink)

Purpose – The study aims at clarifying whether locus of control may act as a bias in organisational decision-making or not. -/- Design/methodology/approach – Altogether 44 managers working at Skanska (a Swedish multinational construction company) participated in the study. They were asked to complete a booklet including a locus of control test and a couple of decision tasks. The latter were based on case scenarios reflecting strategic issues relevant for consultative/participative decision-making. -/- Findings – The results revealed that managers with (...) low external locus of control used group consultative decision-making more frequently than those with high locus of control. There was also a tendency showing that high externals more frequently used participative decision-making than low externals. This was in line with the general trend, indicating that managers on the whole predominantly used participative decision-making. -/- Originality/value – The results of the present study are valuable for HRM practice, especially with regard to the selection of individuals to management teams. (shrink)

Abstract: The integration of Artificial Intelligence (AI) into Human Resource Management (HRM) is fundamentally transforming how organizations approach recruitment, performance management, and employee engagement. This paper explores the multifaceted impact of AI on HR practices, highlighting its role in enhancing efficiency, reducing bias, and driving strategic decision-making. Through an in-depth analysis of AI-driven recruitment tools, performance management systems, and personalized employee engagement strategies, this study examines both the opportunities and challenges associated with AI in HRM. Ethical considerations, including data privacy, (...) algorithmic bias, and the potential displacement of human jobs, are critically discussed to provide a balanced perspective on the adoption of AI technologies in the HR domain. By presenting case studies of organizations successfully leveraging AI, this paper offers insights into the future trajectory of HRM in an increasingly AI-driven world. Ultimately, the findings underscore the need for HR professionals to adapt and innovate in response to the growing influence of AI, ensuring a harmonious balance between technological advancement and the human element in the workplace. (shrink)

This study looks at the relationship between organizational support, employee commitment, and human resource management (HRM) practices at Visayan Surety & Insurance Corporation in Cebu City, Philippines. This descriptive-correlational study used a survey questionnaire to gather data from 25 employees. The results show that although the company does a great job in areas like leadership development and talent management, employee development initiatives could need some work. The study also emphasizes the importance of organizational support in promoting employee commitment and the (...) necessity of continual efforts to establish a supportive work environment. Additionally, demographic profiles have little bearing on HRM procedures and organizational support—except educational attainment, which affects several organizational commitment factors. These results highlight how crucial it is to develop tailored HRM strategies that both fit the varied demands of the workforce and the objectives of the company. (shrink)

This paper examines how different forms of performance evaluation relate to aspects of the creative climate in a major pharmaceutical company. The study was based on a large employee-attitude survey that was distributed to all company employees. The study analyses survey results from 5,333 employees at five R&D sites. The results indicate that management’s evaluation of employees (either dialogue-based or control-based) relates to the type of motivation (intrinsic or extrinsic) that drives employees, to their style of thinking (value-focused thinking) and (...) on their attitudes to organizational creativity. The paper then discusses implications of these findings for HRM. (shrink)

The tracer study for the Bachelor of Science in Business Administration (BSBA) degree with Business Economics (BE), Financial Management (FM), Human Resource Management (HRM), and Marketing Management (MM) of the School of Business Administration (SBA) tracks and gathers information about the career outcomes and experiences of graduates of the degree program. This study focuses on determining the employment opportunities pursued by the graduates of 2018–2022, as well as exploring the influence their education from the SBA of San Isidro College (SIC) (...) has had on their careers. Through this tracer study, valuable insight has been gained into the effectiveness of the SBA's BSBA program offered by SIC and its graduates' overall success and impact in the job market. The lack of respondents in the BE major suggests a need to revisit and modify the curriculum and marketing efforts to generate more interest among potential students. The FM, HRM, and MM major should be capitalized and sustained to maintain the positive momentum. The study's findings show a mix of employment outcomes for graduates, with opportunities for both early career growth and long-term employment. The program equips graduates with a diverse skillset for various job levels and industries. Most graduates find employment within the province, implying effectiveness in equipping them with the necessary skills. However, the distribution of salaries suggests potential issues with the job market or degree value, requiring further investigation. The program has successfully developed graduates with communication, human relations, and entrepreneurial skills but may need improvement in marketing management, problem-solving, and critical thinking. The study concludes that graduates have higher communication skills but lower problem-solving and critical thinking skills, emphasizing the need for curriculum modifications and additional support to improve overall skills. (shrink)

This article examines the potential for moral agency in human resource management practice. It draws on an ethnographic study of human resource managers in a global organization to provide a theorized account of situated moral agency. This account suggests that within contemporary organizations, institutional structures—particularly the structures of Anglo-American market capitalism— threaten and constrain the capacity of HR managers to exercise moral agency and hence engage in ethical behaviour. The contextualized explanation of HR management action directly addresses the question of (...) whether HRM is inherently unethical. The discussion draws on MacIntyre’s conceptualization of moral agency within contemporary social structures. In practice, HR managers embody roles that may not be wholly compartmentalized. Alternative institutional structures can provide HR managers with a vocabulary of motives for people-centred HRM and widen the scope for the exercising of moral agency, when enacted within reflective relational spaces that provide milieus for critical questioning of logics and values. This article aims to contribute to and extend debate on whether HRM can ever be ethical, and provide a means of reconnecting business ethics with longstanding concerns in critical management studies. (shrink)

Globalization and technological advancement has made market competitive. To survive in market every organization needs to maintain high performance. It can only be possible when the employees working in organization perform more efficiently than competitors. Increase in competition of market has made employee performance a big question to organization for its survival in global competition. Study reveals performance of employee is affected by various component of human resource management i.e. Job satisfaction, leadership, training &development and work stress. HRM is managing (...) people effectively and efficiently to achieve strategic aims of organization. This study focuses on analyzing the impact of HR components on performance of employee. It also compares impact of HR component respect to public and private organizations. The study finds HR components have significant positive relationship with employee performance except work stress. Study also interprets findings irrespective of organization type. (shrink)

The vital role of the private sector in the overall development of a country is crucial as proven by private tertiary industries. Despite its phenomenal success all over the world, private sectors are facing enormous challenges due to the frequent turnover of Generation Y (Gen Y). Such phenomena cause massive overt and covert losses. Gen Y workers are optimistic, practical and often have attrition tendencies at workplaces. Extensive literature indicates the turnover problem of Gen Y remains unresolved. Frustration acts as (...) the most crucial factor contributing to frequent turnover. The employers state similar effects. Turnover studies have been performed in the Western sense, though turnover problems exist all over the world, which include a developing country like Bangladesh. Another problem is the turnover rate in the public sector is lower than in the private sector. Since each company strives to achieve the best output and lower turnover to avoid brain drain, they refrain from high turnover costs and maintaining competent staff. This quantitative study discovers that there is an urgent need to establish retention-friendly approaches to mitigate Gen Y frustration and retain them in the workplace. Gen Y retention approaches, management initiatives, soft HRM, work-life balance, and employee satisfaction are vital resources for Gen Y retention in the private sector. (shrink)

This study sought to investigate the Human Resource and Management (HRM) Program of a preschool hereinafter referred to as the Early Years Learning Center (EYLC) in Mandaluyong City for purposes of this research study. This is a qualitative case study that delved particularly into the issue of employee retention, especially of seasoned teachers and staff of the subject learning center. It used the interview method to generate an in-depth analysis as it revisited its HRM Program. To triangulate the data gathered, (...) documents from websites and social media as well as artifacts were also utilized. There is a dearth of research on the Human Resource and Management Program in preschool education. Most studies are from India and China. In terms of the HRM Program in education, SWOT analysis was frequently used to help improve the program. There were negligible sources that used the balanced scorecard at the preschool level. Hence, a combination of the SWOT analysis and the Balanced Scorecard method were utilized - the SWOT Analysis to determine the problems the learning center faces vis-à-vis its HRM Program, and the balanced scorecard in the search for a solution or strategy to help solve the problem. Based on the study, these combined tools proved to be effective in revisiting the HRM Program of schools. After interviewing the Directress of EYLC, findings disclosed that to be able to improve the retention of employees in the learning center, the focus should be given to the hiring policies and procedures keeping in mind the job security of its targeted employees. This brings forward concerns over advertising schemes utilizing different venues and platforms as well as issues involving the provision of seasoned employees with a retirement package, comprehensive Health Management Organization (HMO), and a continuing professional development program. (shrink)